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2015 Annual Report • Finance Department • St. Anthony Village, Minnesota <br /> <br /> <br /> <br />12 <br /> <br />AFFORDABLE CARE ACT <br />Employer reporting requirements for the Affordable Care <br />Act (ACA) took affect for the 2015 plan year. This meant <br />that applicable large employers, like St. Anthony, are now <br />required to report annually it’s compliance with the ACA. Dozens of hours were spent preparing <br />the initial round of reporting, and this was minimized as much as possible by utilizing the City’s <br />existing ADP payroll software. ADP took much of the burden off City staff offering compliance <br />services and utilizing their system to generate the required reporting. So through this and the <br />City’s health care provider, virtually all of the reporting is handled without City staff time lost. <br />TAPPING INTO STAFF SKILLS AND CREATIVITY TO SERVE OUTSIDE THE LINES <br />Community Profile <br />Community profiles are a useful way of developing an <br />understanding of the people in a geographical area or a <br />specific community of interest. City Manager Mark Casey <br />established the goal of compiling a community profile for St. <br />Anthony by the end of 2015, and it was decided to produce <br />the profile internally. The Human Resources Coordinator <br />had some experience in that area through volunteer <br />activities, and undertook the profile project. The profile will be <br />updated and revised each year with the aim to educate people <br />who are not familiar with the city, about what makes St. Anthony unique. This understanding <br />can assist in the development of a community engagement, assist in effective redevelopment <br />opportunities in the city, and attract new business and residents to St. Anthony. <br />Interim City Clerk <br />In early 2015, the City Clerk who had been with St. Anthony for 13 years decided to move on to <br />other opportunities. By law in the State of Minnesota, cities are required to have a City Clerk. As <br />a result, the position could not simply be vacant until the recruitment of a new clerk was <br />completed. So for roughly a month, the Human Resources Coordinator served as the Interim <br />City Clerk. The City was fortunate to find an excellent candidate fairly quickly, and the time <br />between full-time clerks was only about 30 days. However, utilizing internal capacity allowed for <br />the City Council packets and meetings to continue unimpeded, and generally ensure that no <br />critical items were inadvertently overlooked in the staffing transition.