HomeMy WebLinkAboutCOUNCIL - AGENDA ITEM - 10/11/2005 - 2006-2007 RECOMMENDED BIENNIAL BUDGET DATE: October 11, 2005 WORK SESSION ITEM
STAFF: Darin Atteberry FORT COLLINS CITY COUNCIL
Rick DeLaCastro
SUBJECT FOR DISCUSSION
In the course of reviewing the 2006-2007 Recommended Budget, Council has made a number of
inquiries regarding employee compensation, benefits, the Wellness Program, and other issues that
are managed by the Human Resources Department. This work session will begin with a brief
presentation, and the remainder of the time will be focused on answering questions or obtaining
clarification on the relevant issues.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
A number of questions have been asked regarding employee compensation, benefits, the Wellness
Program, and other issues. Specifically, Council Members have asked:
1. What are the range of pay increases and how many employees are within each range?
2. What are some options for specifically tying levels of performance to levels of pay?
3. Which positions are being proposed to be cut,and what are the salaries associated with those
reductions?
4. How much do our pay ranges need to move to become competitive with the City's market
(occupational group adjustments)?
5. What is the 70th percentile, and how is it calculated?
6. What are the pay range targets among our benchmark organizations (i.e. which percentile
of the market)?
7. What are the medical benefits cost sharing strategies among our benchmark organizations?
8. What would be the cost impact of providing a merit increase of 2.0%,2.5%,3.0%,3.5%,and
4.0%?
9. Please provide a description of the purpose of the Well Days Program and how the program
works, particularly an explanation of what employees must do and what the "rewards"
(incentives) are for those who qualify.
10. Detail the costs (including when employees use their "rewards", i.e., wellness days and
productivity is lost) and benefits.
October 11, 2005 Page 2
11. How many employees are participating in the program, and how many actually earned the
rewards?
12. What data do we have regarding the profile of the participants—to what degree are the
participants among those who use a large portion of the City's medical coverage/services?
13. (Offer#582 High Performing Hiring-Page c-156) Please explain what this is.
ATTACHMENTS
1. Memo from Rick DeLaCastro, Human Resources Director, dated October 4, 2005 and
associated exhibits.
Administrative Services ATTACHMENT 1
Human Resources Department
City of Fort Collins
MEMORANDUM
DATE: October 4, 2005
TO: Mayor and City Council Members
FROM: Rick DeLaCastro, Human Resources Director
THRU: Darin Atteberry, City Manager fi.�
Wendy Williams, Assistant City a�gr Il44w
SUBJECT: Human Resources Department Questions Related to the 2006-
2007 Budget
Council requested additional information regarding the Proposed 2006-2007
Budget. These questions and the associated responses are as follows. A more
detailed discussion is scheduled at the Council Work Session on October 11.
Compensation & Benefits
1. What are the range of pay increases and how many employees are within
each range?
A table listing the increases in employees' 2005 pay rates, expressed as a
percent increase, along with an explanation of the types of increases, is
provided in Exhibit A.
Analysis. All employees except for those in the collective bargaining unit
are eligible to receive a COLA increase. For 2006, the projected COLA
increase amount is 1.9% For 2007, the projected COLA increase amount
is 2.3% Approximately 750 merit increase employees are eligible to
receive a 04% merit increase. Approximately 185 non-collective
bargaining unit skills-based pay employees are eligible to receive a 0-10%
skills-based pay increase. Approximately 18 employees will fall below the
minimum of their 2006 pay grade. This means that the minimum pay rate
established for the 2006 pay range will be higher than the employee's
current pay level. Accordingly, these employees will be eligible for up to a
10% pay increase.
215 North Mason • P.O.Box 580 • Fort Collins,CO 80522-0580 • (970)221-6535 • TDD(970)224-6004 • www.fcgov.com
Human Resources Budget Questions
October 4, 2005
Page 2
2. What are some options for specifically tying levels of performance to
levels of pay?
The City has two employee pay programs: the merit pay program and the
skills-based pay program. An assessment of the employee's performance
(in the case of skills-based pay, demonstrated mastery of a set of specific
job skills and/or the attainment of certifications, licenses, or competencies)
is required in order to receive a pay increase.
In 2006, merit pay will range from 04% of the employee's base pay,
contingent on performance. Employees in skills-based pay jobs will be
eligible to move through their pay ranges in accordance with the
established skill ladder.
In order to phase-in the lag in employee pay rates relative to the market
caused by the pay freezes in 2004 and 2005, skills-based pay employee
pay increases will be capped at 10.0% in each year of the 2006 and 2007
budget. This measured step is being taken in order to reduce the financial
impact that would be caused by adjusting our current 2002 Pay Plan to the
2006 market in one year.
3. Which positions are being proposed to be cut, and what are the salaries
associated with those reductions?
A table listing the job titles and total compensation of employees on the
proposed layoff list is provided in Exhibit B.
Analysis. The City Manager's Recommended budget includes reductions
in staffing across the organization: 43 currently filled positions abd 64
currently vacant positions will be eliminated.
4. How much do our pay ranges need to move to become competitive with
the City's market (occupational group adjustments)?
Specific range adjustments based on data obtained in February 2005 are
identified in Exhibit C.
The 2006 market analysis (which will provide the basis for developing the
2006 Pay Plan) will be completed in mid to late October,.
Analysis. Each of the City's occupational groups needs to be adjusted for
the various pay range maximums to be at the calculated 70th percentile of
the market, ranging from 8.50% to 22.75% Pay ranges have not been
adjusted to the market since 2002.
Human Resources Budget Questions
October 4, 2005
Page 3
5. What is the 701h percentile, and how is it calculated?
A summary of how the City calculates the market for comparing our pay
ranges, and how the City uses this data, is provided in Exhibit D. The
Compensation Administration Policy No. 13-01 is at Exhibit E. Exhibit F,
Council Financial Management Policy 3.4: Human Resource Management
and Productivity, establishes the 70th percentile as the City's target for pay
range maximums.
6. What are the pay range targets among our benchmark organizations (i.e.
which percentile of the market)?
Organizations develop pay range targets in different ways. While some of
our benchmark organizations target the 50th percentile of the market when
setting pay range maximums, others target the 60th or the 75th percentile.
A table listing where each of these benchmark organizations sets their pay
ranges is provided in Exhibit G.
Analysis. Seventeen out of 18 benchmark organizations use market data
to set their pay ranges. Jefferson County does not have pay ranges.
Each organization's has a different philosophy for establishing pay ranges.
Some organizations set their pay range maximums using the "average" of
the market. Others set the midpoint (middle of the pay range) at the
average of the market or 50th percentile. There is no "right or wrong"
method when establishing pay ranges. An organization's compensation
philosophy will drive how pay ranges are created. The City of Fort Collins
adopted philosophy is to set the pay range maximum at the 70th
percentile of the market (see Exhibit F).
7. What are the medical benefits cost sharing strategies among our
benchmark organizations?
One of the most common metrics used to compare cost sharing strategies
is the percent of the total premium that is paid by employees. A table
listing the benchmark organizations and the percent of the premium
employees pay is provided in Exhibit H.
Analysis. Organization use varying cost sharing practices. In 2005 for
employee-only level of coverage, 5 organizations offer plans free to
employees (the employer pays 100% of the premium). The remaining
organizations share the employee-only costs, up to a 50% employee/50%
employer split. The cost sharing varies for family level coverage as well,
up to a 51% employee/49% employer split. The City's 2006 cost sharing
strategy for dependents will be a 20% employee/80% employer split.
Eleven organizations currently share the costs for dependents at the 20%
Human Resources Budget Questions
October 4, 2005
Page 4
employee/80% employer split or at a lesser split where the employee pays
less of the premium.
8. What would be the cost impact of providing a merit increase of 2.0%,
2.5%, 3.0%u, 3.5%, and 4.0%?
This data is being calculated from the Budget Development Tool (BDT).
The cost impact of various levels of merit increase in 2006 will be
available at the October 11 Work Session.
Well Days Program
1. Please provide a description of the purpose of the Well Days Program and
how the program works, particularly an explanation of what employees
must do and what the "rewards" (incentives) are for those who qualify.
A complete description of the Well Days Incentive Program, including an
explanation of the focus on disease management, is provided in Exhibit I.
2. Detail the costs (including when employees use their "rewards", i.e.,
wellness days and productivity is lost) and benefits.
The estimated maximum cost of back filling for those employees whose
positions require coverage on a vacation day is $3,990 (for the 1 st Well
Day). A breakdown of these costs is provided in Exhibit I.
3. How many employees are participating in the program, and how many
actually earned the rewards?
• 504 employees initially registered for the program
• 423 are currently participating
• 397 earned the first Well Day
The second Well Day will be award in mid-October after the required
components have been verified.
4. What data do we have regarding the profile of the participants—to what
degree are the participants among those who use a large portion of the
City's medical coverage/services?
A profile of participants in the Well Days Incentive Program is provided in
Exhibit J. Included is an analysis of the claims costs of those participants,
and the results of a self-reported health risk appraisal.
Human Resources Budget Questions
October4, 2005
Page 5
Analysis. Fort Collins has experienced a double-digit rise in health care
costs for the past several years. Like the rest of the country, 20% of our
employee population generates nearly 80% of the health care costs. The
Well Days Incentive Program addresses the health risk factors of our
population and is designed to have a positive impact on the associated
medical claims. 423 (of 1,280) benefited employees participate in the
program, 29 of which are in the Great West Disease Management
Program. These employees are consequently more likely to manage their
diseases and avoid costly complications associated with unmanaged
chronic conditions. Medical claims for these 29 active employees
participating in both DM and WD totaled $57,958 (YTD through August).
This is a per capita cost of$1,999. For the other 113 employees who are
enrolled in DM but not participating in WD, the per capita cost is $4,814.
Research and industry best practices show that the financial impact of a
well designed, well implemented wellness program substantially exceed
the costs. Our ability to validate the return on investment of the Well Days
Incentive Program will be dependent on having 2-4 years of outcome data.
The components of an effective program include on-site activities that
address the health risk profile of the population, health risk appraisals,
high risk intervention program (DM), health education (SWAT newsletter,
website, e-mails, health fair), medical self-care (Wellness at Work
seminars), and linkage to benefit plans through reduced premiums or other
significant incentive programs (Well Days Incentive Program).
High Performing Hiring
1. (Offer#582-Page c-156) Please explain what this is.
The High Performing Hiring offer is presented in Exhibit K.
EXHIBIT A
PROJECTED 2006 SKILLS BASED PAY INCREASES
10% CAP
Range of No.of
Increases Employees Type of Increase
1 9%-5 9% 243 Skill
742 Merit
985
6.0%- 10.0% 100 Skill
18 Minimum of Pay Grade
26 Skill-Bargaining Unit
8 Merit(Council &Attorney employees)
152
Bargaining Unit Job Title: COMMUNITY SERVICES OFFICER 1 Skill
>10% EMERGENCY SERVICES DISPATCHER 9
POLICE OFFICER 27
POLICE SERGEANT 3
1 Merit(Council employee-by contract)
41
Total 1,178
NOTES:
Skills-based pay employees are eligible to receive larger increases because these employees have continued to move through their
skill ladders with no pay increases in 2004 or 2005(except for sworn police officers). For example, a Mechanic may have moved from
skill level 1 to skill level 4 over the past two years, but was not provided with a skills-based pay increase due to the pay freeze.
Effective January 1, 2006, such employees will be assigned the pay rate associated with their assigned skill ladder level.
For projection purposes, it is assumed that employees will receive the 1.9% projected COLA increase, and that merit-based pay
employees will receive the maximum 4.0%merit increase.
Projections include increases to Police Services employees as provided by the collective bargaining agreement. Data is for classified,
unclassified management and contractual employees only.
Data includes bringing 18 employees who are more than 5.9% below the minimum of the 2006 pay grade to their pay range minimum.
Prepared:September 22,2005
Summary of EEs and%increase for 2006-with job titles options A-C.xls Updated: October 3,2005
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EXFIIBIT C
PROJECTED 2006 STRUCTURE ADJUSTMENTS
Merit Pay Skills-
70th Based
Percentile Pay
Administrative Professional 9.75%
Administrative Support 8.50%
Information Technology 12.50%
Tech/Engineering 15.25% 7.63%
Operations Skill Trades Table 1 10.75% 5.90%
Operations Skill Trades Table II 12.50% 6.25%
Protective Services -Civilian 11.75% 5.90%
Note.
The data presented in this table are based on early projections obtained in February
2005. The 2006 market analysis will be completed in mid to late October, which will
provide the basis for developing the 2006 Pay Plan. Accordingly, these percent
adjustments to the Pay Plan may vary after the 2006 market analysis is completed.
Skills based pay structure adjustments in 2006 will be set at one-half of the 70th
percentile or 5.9%,whichever is greater, in order to phase-in the lag in employee
wages caused by the pay freezes in 2004 and 2005.
Projected 2006 Structure Adjustments.xls Prepared: 9/30/2005
EXHIBIT D
Fact Sheet — Market Analysis and 70th Percentile
What is a Market Analysis?
It is a technique of creating a job worth hierarchy based on the "going rate"
for each benchmark job within the labor market relevant to the City of Fort
Collins.
What is a benchmark job?
A benchmark job is a job that is used to make pay comparisons, either
within the City or to comparable jobs outside of the City. Pay data for
benchmark jobs are readily available in published surveys. There are 100
benchmark jobs within 8 occupational groups within the Pay Plan.
Why does the City conduct a Market Analysis each year?
The City's compensation standard is to set our pay range maximums at
the 70th percentile of the relevant labor market. The market analysis is
conducted each year in order to be as accurate as possible and to adjust
for any market movement.
What is the City of Fort Collins "relevant labor market"?
The Front Range of Colorado is the relevant labor market for the City.
Information is gathered from both public and private survey sources.
What are the Cities that we compare ourselves to?
Arvada, Aurora, Boulder, Boulder County, City/County of Broomfield,
Englewood, Greeley, Jefferson County, Lakewood, Larimer County,
Littleton, Longmont, Loveland, Northglenn, State of Colorado, Thornton,
Weld County, and Westminster
What Published Survey Sources does the City use?
Colorado Municipal League
Employee Compensation Survey
Management Compensation Survey
Mountain States Employers Council
Public Employers Compensation Survey
Front Range Compensation Survey (public and private sector data)
Info Tech Compensation Survey (public and private sector data)
Fort Collins Special Compensation Survey with job description review
What is the 70th percentile?
The 70" percentile is that point in a set of ranked pay data at which 30
percent of the relevant labor market pays more and 69 percent of the
relevant labor market pays less.
09/22/05
Why set the pay range maximums at the 701h percentile?
The 70th percentile standard was a direction provided by the City Council
in 1990, and has become the basis of our compensation philosophy. This
philosophy is contained in Council Financial Policy 3.4 which was last
updated by Council in September 2004 (see attached). The rationale for
setting the pay range maximum at the 70th percentile is to attract and
retain quality employees, recognize and reward quality performance, and
to pay employees fairly and competitively.
What is a pay range?
A pay range is the range of pay rates, from minimum to maximum,
established for a pay grade. It is typically used to set individual employee
pay rates. The City's pay-range width is 36%. The pay-range width is the
spread of a pay range from the minimum to the maximum.
How do the outcomes of the Market Analysis affect the Pay Plan?
If the market moves up or down then the next step is to adjust the pay
ranges within the Pay Plan. The adjustments that are made to the pay
ranges are called Structure Adjustments. When the Pay Plan is brought
before City Council, City Council reviews and approves any structure
adjustments that need to be made to the pay ranges for classified
employees.
What has the average Structure (pay range) Adjustment been for the last
several years?
1995 3.19%
1996 3.40%
1997 3.00%
1998 3.00%
1999 0.00%
2000 3.65%
2001 4.40%
2002 4.00%
2003 0.00%
2004 0.00%
2005 0.00%
10/04/05
EXHIBIT E
CITY OF FORT COLLINS
COMPENSATION ADMINISTRATION
POLICIES
iiii k
City of Fort Collins
These Compensation Administration Policies are intended to provide direction
to management employees in their efforts to determine the pay level for
employees under their management. These Policies are subject to change,
suspension, or cancellation in whole or in part at any time, with or without prior
notice, by the City Manager and the Director of Human Resources. These
Policies are for information purposes only and do not create a contract
between the City and any employee.
CITY OF FORT COLLINS
COMPENSATION ADMINISTRATION POLICIES
Title: Page:
1 of 2
Pay Range and Job Movements
Section: No.: Revision Date:
Market Analysis 13 — 01 01/24/05
scope
The technique of creating a job-worth hierarchy based on the "going rate" for
benchmark jobs in the labor market relevant to the City. Process used to determine if
the pay range maximums need to move to reflect the 70`h percentile of the relative
market and the process use to determine if jobs should move up or down pay grade(s)
based on the relative market.
Employee Groups
Classified; Unclassified Management
1. Gathering of Market Data
Market data will be gathered for the benchmark jobs from 18 comparable
organizations that have been identified as the City of Fort Collins' relative market.
The 18 organizations include:
Arvada Lakewood
Aurora Littleton
Boulder Longmont
Boulder County Loveland
Broomfield City/County Northglenn
Englewood Thornton
Greeley Weld County
Jefferson County Westminster
Larimer County State of Colorado
2. Analyzing the Market Data
A. Pay Range Maximums
• pay range maximum data will be gathered annually from the 18 comparable
cities for each of the identified benchmark jobs
• the gathered data will be aged by an aging factor in order to "predict" where
the market will be for the new year
• if a city's aged maximum is 15% more than or less than the aged grand
median, then that data point is not used in the 70th percentile calculation for
the benchmark job
• the 18 comparable cities' aged maximums are compared to the City of Fort
Collins' current maximum to evaluate if the City's pay range maximum is at
the 70'h percentile of the relative market for the new year
CITY OF FORT COLLINS
COMPENSATION ADMINISTRATION POLICIES
Title: Page:
2 of 2
Pay Range and Job Movements
Section: No.: Revision Date:
Market Analysis 13 — 01 01/24/05
B. Pay Grade Averaging
• all the pay range maximum data that was gathered for each benchmark job is
grouped together and averaged for each pay grade
C. Job Movement
• if the averaged market data of each pay grade is 10% or more below the
market 70th percentile, all jobs in that pay grade will move up one pay grade
within the same occupational group
• if the averaged market data of each pay grade is 10% or more above the
market 70th percentile, all jobs in that pay grade will move down one pay
grade within the same occupational group
D. Job Evaluation Pay Range Point Spread
• if all jobs within a pay grade move up or down a pay grade, the point spread
for that pay grade will be re-evaluated for alignment with other pay grade
point spreads within the Job Evaluation System
3. Implementation of Market Analysis
A. Timing
• the results of the annual market analysis will be communicated to the City
Manager
• the City budget will be reviewed as to whether the City can afford the financial
Uact of implementing a new pay plan with the pay range maximums at the
percentile of the relative market
• the City Manager will make the final decision regarding what pay plan is
brought before the City Council
EXHIBIT F
FINANCIAL MANAGEMENT POLICIES
TABLE OF CONTENTS
The Financial Management Policies are a compendium of all City policies that shape the
Budget. They are intended to assist the Council and the City Manager in preparing the
Budget and help communicate to residents and customers how the community goals are
being addressed.
PAGE
BUDGET POLICY
1.1 Overview.. .................................................................................91
1.2 Charter Process Requirements .................................................91
1.3 Changes to Adopted Budget......................................................92
1.4 Lapsed Appropriations...............................................................93
1.5 Budget Philosophy and Preparation..........................................93
1.6 Principles for Budget Planning...................................................95
REVENUE POLICIES
2.1 Revenue Limitation....................................................................96
2.2 Revenue Review, Diversity, & Monitoring..................................97
2.3 Fee Policy..................................................................................98
2.4 Sales and Use Tax Distribution ...............................................100
2.5 Private Contributions ...............................................................101
GENERAL POLICIES
3.1 Administrative Charges............................................................ 101
3.2 Payment in Lieu of Taxes (PILOT) ..........................................102
3.3 Lease-Purchase.......................................................................102
3.4 Human Resource Management and Productivity....................103
3.5 Medical Insurance and Retirement Plan..................................104
3.6 Facility Maintenance and Repairs............................................106
3.7 Poudre Fire Authority-Revenue Allocation Formula ................ 107
3.8 Rebate Programs..................................................................... 108
FUND POLICIES
4.1 General Fund...........................................................................108
4.2 Enterprise Funds ..................................................................... 110
4.3 Internal Service Funds.............................................................115
4.4 Special Revenue and Debt Service Funds..............................116
RESERVE POLICIES
5.1 Policy Statement......................................................................120
5.2 Types of Reserves................................................................... 120
• Resolving the problem of a capital replacement needs backlog.
• Conserving operating reserves.
• Reducing the initial impact of the cost to user departments by enabling acquisition
costs to be spread over the useful life of the equipment.
• Safeguarding the opportunity to use cash assets to earn higher interest than the
interest cost of lease-purchasing.
It should be noted that the City is able to discontinue the equipment leases at its
discretion so that future City Councils will have the option to continue or discontinue the
policy of lease-purchasing City equipment.
According to State of Colorado House Bill 90-1164, local governments are required to
identify as part of their budgets: 1) the total expenditures during the ensuing fiscal year
for all lease purchase agreements involving real and personal property; and 2) the total
maximum payment liability under all lease purchase agreements over the entire term of
the agreements, including all optional renewal terms.
The State does not include lease purchase in the legal definition of debt, however rating
agencies include lease purchase financing in calculating the City's long-term financial
obligations and overall debt burden.
3.4. HUMAN RESOURCE MANAGEMENT AND PRODUCTIVITY
The City of Fort Collins' goal as an employer is to attract and retain quality employees in
recognition of their essential contribution in providing services to the citizens of Fort
Collins. As a provider of services in the community, the experience, commitment and
talent of our employees is critical to the quality and value of City services.
The City has two financial policies which address the human resource component of its
cost of providing services:
a. Employee Compensation Policy
In order to attract and retain quality employees and also to recognize and reward quality
performance, the City has established a system which guides the compensation of its
employees. The objective of the compensation policy is to pay employees fairly,
competitively and in a way that is understandable to the community and the
organization.
1. For all classified employees and unclassified management of the City, compensation
will be established through a total compensation methodology. Total compensation is
defined as the sum of the salary paid and the City's cost for benefits. This method
will use annual surveys of the relevant labor market. The labor market is defined as
employers and jurisdictions that closely approximate the size and labor force of the
City of Fort Collins. This market will primarily consist of Front Range communities,
but may also include the state of Colorado or regional data as required.
Salaries plus benefits will be calculated at the 70th percentile by taking the maximum
of comparable market data and establishing a total compensation point wherein 30%
of the salaries plus benefits are higher and 70% of the salaries plus benefits are
lower than the City's total compensation point.
2. This policy shall be supported by annual market data for benchmark positions. The
Council Finance committee and the Personnel Board will conduct an annual review
of the surrey methodology and data to ensure that the intent of this policy is being
met.
3. Hourly, temporary or contractual employee compensation rates will be set according
to the prevailing market rate for that type of position within the Northern Colorado
market; the existing pay plan may also be considered for similar positions. These
employees are a valuable resource in the provision of services for the community,
and the City will set those compensation rates in a manner that will attract high
quality employees.
b. City Performance Goals and Measures Policies
The goals of the City of Fort Collins are to provide our citizens with outstanding services.
In doing so, the City will commit to attracting and retaining quality employees and to
recognizing and rewarding their quality performance.
To accomplish these goals, the City will:
1. Maintain staffing at a level that will enable the City to provide the necessary services
in a high quality manner;
2. Provide ongoing assessment of customer satisfaction with the level of services
provided by the City and continuously improve the quality of those services;
3. Develop and maintain a pay-for-performance review process to establish goals and
to evaluate employee work performance;
4. Assess options to streamline operations by continuing to monitor the cost
effectiveness of additional staffing vs. the cost of adding capital equipment; and
5. Measure the productivity-y and effectiveness of the City's work force.
3.5. MEDICAL INSURANCE AND RETIREMENT PLAN
a. Medical Insurance
In 1981, the City of Fort Collins set up a partially self-funded medical insurance program.
The objective of a self-funding program is to reduce the cost of medical insurance by
assuming the risk for certain plan expenses. Assuming a portion of the risk lowers the
amount of charges compared to a conventional full insurance plan. For most of the last
22 years, the City has found this funding method to be a cost-effective means of
providing a very desirable employee benefit.
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EKHIBIT J
PROFILE OF WELL DAYS INCENTIVE PARTICIPANTS
Facts At A Glance
• 15f Quarter— 69% of employees enrolled in Disease Management
participated in Well Days Incentive Program
• 2nd Quarter- 21 % of employees enrolled in Disease Management
participated in Well Days Incentive Program
The City of Fort Collins Employee Health Risk Analysis which was conducted as
the 1s` component of the Well Days Program provided the following breakdown of
health risk factors that contribute to the preventable death and morbidity of those
employees in the Program.
City of Fort Collins Health Risk Factors that
Contribute to Preventable Deaths
Weight, 5% Smoking, 10% Alcohol, 12%
Blood Pressure,
4%
HDL, 3% Choles°terol,
15/o
Mammograms,
2%
seat Belts, 1%
Smokeless
Tobacco, 1%
Speeding, 1% Exercise, 48%
The Well Days Incentive Program, which includes a disease management
component for those who are eligible, was designed to address risk factors and
to have a positive impact on associated medical claims.
PROGRAM ANALYSIS
2005 YTD Em to ee Claims Total $2,402,186
To 20% of Claims $1,906,395
To 20% of Claims as % of Total 79.36%
Total No. of Employees Participating in Well Days Incentive Pro ram 423
Total Employees Eligible for Disease Management 142
Well Days Incentive Program Participants Eligible for Disease
Management 29
Well Days Incentive Program Participants Eligible for Disease
Management Who Are Actively Participating in the Program 29
Well Days Participants Eligible for Disease Management Who Are
Actively Participating in the Program 100%
Medical Claims for those 29 active participants (Eligible for Disease $57,958
Management and Actively Participating in Well Days Incentive
Program)
Non- Well Days Incentive Program Participants Eligible for Disease 113
Management
Medical Claims for the 113 non-participants (Eligible for Disease $543,991
Management but not participating in the Well Days Incentive Program)
Per Capita Disease Management Well Days Incentive Program $1,999
Partici ants Claims Costs
Per Capita Disease Management Non-Well Days Incentive Program $4,814
Partici ants Claims Costs
PROGRAM COSTS
1s Well Day (estimated maximum cost of backfilling those positions $3,990
requiring coverage on a vacation day)
Incentive Program Materials $276
Lincoln Center Rental Wellness at Work Seminar $214
Educational Materials $275
Travel Vouchers incentive award for Well Days Program) $1,000
Health Risk Appraisals $848
Total $6,603
EXHIBIT K
HIGH PERFORMING HIRING
Offer#582
Offered by the Human Resources Department
Summary Description
Quality employees are the key to building a high performing city government and
our greatest resource. Good recruitment and selection is the foundation. With
this offer the Human Resources Department will partner with other City
departments, external groups and citizens to ensure we are building an
organization of high performers.
We will:
• Consult with hiring managers on all aspects of staffing and selection to be
sure we are sourcing the best quality candidates and positioning them for
success.
• Assist with legal and regulatory issues such as FLSA, ADA, EEOC, drug
and background testing. Partner with the City and Transfort's Diversity
Team to embrace diversity. Partner with the Training and Development
Center to assist with managers' education on recruitment/ selection,
employment law, FLSA, and ADA. Partner with Risk Management to
ensure employee and citizen safety and promote a drug free workplace
consistent with FHWA and FTA regulations and City Policy.
• Provide communication to citizens within and outside the community that
develops the identity of the City as a world-class employer. Partner with
the Communications Office to create "brand identity" for recruitment.
• Better utilize advertising dollars and other recruitment methods to attract
quality candidates to the organization.
• Utilize our most valuable resource, our employees, as part of our
recruitment toolbox. Propose ways to reward them for their efforts such
as an employee referral program.
• Gather information from employees at time of termination to better
understand reasons people leave the City and to identify ways to improve
the retention for the organization.
Justification
• In 2004, we processed 9,576 employment applications. In the first 5
months of 2005, we processed 2,353. The City of Fort Collins must
continue to attract talented applicants to the organization in order to
support managers with their recruitment efforts and build a high
performing organization.
• Newspaper advertising costs have increased dramatically and we need to
continue to explore alternative avenues and use our limited resources in
the most effective way possible.
• Pre-employment drug tests are performed to help ensure a Drug Free
Workplace. Random drug tests are mandated for all employees holding a
commercial driver's license as required by FHWA and FTA.
From January 2005 to May 2005, there were 349 background checks
completed. This screening ensures that individuals coming to work for the
City are of the caliber that can be responsible for our youth, the property
and homes of citizens and the City's accounting or financial systems.
Background checks must be conducted in compliance with the Fair Credit
Reporting Act.