HomeMy WebLinkAboutPersonnel Committee - Agenda - 1/7/2021
Bayfield County Administrator
117 E 5th Street, PO Box 878, Washburn, WI 54891
Ph: 715-373-6181 Fx: 715-373-6153
Mark Abeles-Allison, County Administrator
Kristine Kavajecz, Assistant
Paige Terry, Clerk
BAYFIELD COUNTY
PERSONNEL COMMITTEE MEETING
Brett Rondeau, Chair Fred Strand
Tom Snilsberg, Vice Chair Dennis Pocernich Marty Milanowski
Dear County Board Members:
This letter is written to inform you of the Bayfield County Personnel Committee
Meeting scheduled for 4:00pm Thursday, January 7, 2021. This meeting will be
held REMOTELY ONLY The public will be able to participate in the Meeting via
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email markaa@bayfieldcounty.org.
Notice is hereby given that a majority of the Bayfield County Board may be present at the meeting to gather
information about a subject over which they have decision-making responsibility. This constitutes a meeting of
the Bayfield County Board pursuant to State ex rel. Badke v. Greendale Village Bd., 173 Wis. 2d 553, 494
N.W.2d 408(1993), and must be noticed as such, although the County Board will not take any formal action at
this meeting.
AGENDA
1. Call to order
2. Discussion and Possible Action Regarding Approval of Minutes of December 3,
2020
3. Public Comment
4. Discussion and Possible Action Regarding Reclassification of Jailer and Corporal
Wage Classification.
5. Discussion and Possible Action Regarding Reclassification of IT Network and
Security Analyst Wage Classification
6. Discussion and Possible Action Regarding Human Services Social Worker Wage
Classification.
7. Discussion and Possible Action Regarding WIC Nutritionist Hours
8. Discussion and Possible Action Regarding County Personnel Policy changes in
2021
a. Emergency Paid Leave
b. Fair Labor Standards and Overtime Calculations
c. Flexible Spending Accounts (FSA)
9. The committee may enter in and out of closed session pursuant to Wisconsin
Statutes §19.85(1)(c,e) to consider employment, promotion, compensation or
performance evaluation data of any public employee over which the
governmental body has jurisdiction or exercises responsibility: and deliberating
or negotiating the purchase of public property, vesting of public funds or
conducting other specified business whenever competitive or bargain reasons
require a closed session.
i. Approve Closed Session Minutes of December 3, 2020
ii. WPPA Contract Negotiations
10. Discussion Regarding Budget 2022 Letter
11. Reports
a) Human Resources Report
b) Personnel Financial Report for the month of December 2020
c) COVID Workplace Updates
12. Next Meeting / Negotiations, date.
13. Adjourn
Should you have any questions in the meantime, please do not hesitate to contact the
County Administrator’s Office at 715 373-6181 or markaa@bayfieldcounty.org.
Sincerely,
Mark Abeles-Allison
Mark Abeles-Allison
Bayfield County Administrator
MAA/kak
Enc.
Any person planning to attend a Bayfield County meeting that has a disability requiring special
accommodations should contact 373-6100, 24-hours before the scheduled meeting, so
appropriate arrangements can be made.
cc: Ms. Lynn Divine, Bayfield County Clerk
Bayfield County Board of Supervisors
The Daily Press, via email
PERSONNEL NARRATIVE, JANUARY 7, 2020
Item 4: At the last meeting the Personnel Committee approved increasing the grade for Jailers and
Corporals in the Jail by one grade. This increased the step 1 wage by $1.34 and the step 11 wage by
$1.72.
Bayfield County has an 11-step wage scale. Employees on the scale receive an annual 2.5% step
adjustment. In addition, the County may approve a cost of living adjustment. For 2021 the County
Board approved a 1.56% Cost of Living Adjustment. In total all employees moving through steps 1-11
will receive a 2.5% + 1.56% or a 4.06% increase.
When giving wage increases the county’s practice has been to make an adjustment no less than 2.5%
this is the same rationale in this situation.
Included in the packet is a summary document with additional comparisons and Scenarios.
• Scenario 1 is 2021 wage levels without the change approved by Personnel.
• Scenario 2 is 2021 wage levels based on Personnel Committee action in December.
• Scenarios 3 is 2021 wage levels placing employees at one step above the step they were at in
the previous grade.
• Scenario 4 is 2021 wage levels and placement as recommended by the Personnel Committee on
in December with an additional step for certified jailers.
The Committee may wish to consider county-wide impact during this discussion as this is policy decision
with potential countywide impacts.
Two additional documents are in the packet.
Item 5: The Carlson-Dettman Recommendation for the IT Network Specialist is to adjust this position by
one Grade. We recommend a grade increase and placement at the step that reflects no less than a 2.5%
increase.
Item 6: The Carlson-Dettman Recommendation for Social Workers noted that the starting wage was low
but the max wage was in line with other counties. They noted that adjustments to SW wage grades
would create ripple effects for Social Worker 1 and 2. We are working with Human Services to develop
formal recommendations on this matter. We will put this in the dropbox early in the week.
Item 7: In 2020 the County approved hiring a nutritionist in the WIC office in Ashland for eight hours a
week. This was based on a very strong recommendation by the State WIC Office.
In 2018 Bayfield County moved a County Health Nurse to the position of WIC Director. At the time it
was based on the concept that a Nurse with CPA accreditation would be able to fill this position in lieu of
a nutritionist. Previously, the County has hired 6 Nutritionists over the past 15 years. Since we have had
difficulty retaining registered Nutritionists, we moved to a public health nurse who could address most
all WIC needs.
In addition, in 2020 we moved the part-time (15 hour) Licensed Practical Nurse (LPN) from WIC to Public
Health. This has helped Public Health immensely especially during COVID. We plan to keep this
individual in Public Health after COVID.
The WIC Office is reimbursed by the Federal WIC program. It is a three-county program which Bayfield
County Operates for Iron, Ashland and Bayfield Counties. The WIC Office covers its own costs with
State/Federal revenues.
WIC during COVID has gone almost entirely remote with staff making regular calls in lieu of office visits.
With a census over 600 this is a lot of regular calls, record keeping, etc.
Attached in the packet is a summary from the WIC Director making the case for an additional 2 days a
week for the nutritionist. Both the WIC Director and Health Director are supportive of this.
I would recommend we consider increasing hours for the WIC Nutritionist from 8 to 20 hours per week
for six-month trial ending June 30, 2020.
Item 8: We are reviewing several potential personnel policy changes in 2021:
A. With the end of 2020, two special Federal Leave provisions have expired. The Federal
Emergency Paid Sick Leave Act (EPSLA) and Emergency Family and Medical Leave Expansion Act
(EFMLEA) were a part of the Families First Coronavirus Response Act (FFCRA). THE EPSLA
provided for up to ten paid days off if an employee were quarantined due to COVID. The
EFMLEA allowed employees to receive 2/3 of their pay when they had to stay home to provide
care for children due to school closures (virtual schooling), or daycare closures related to COVID.
Kris will highlight details of the options below. In addition, there is a statewide seminar on this topic on
January 5 at 8:30am. We will be attending this before making specific recommendations. Numerous
options exist including:
• Implement a program using the federal provisions as a guideline. (Additional paid leave)
• Allow existing county sick leave to be used for any COVID-related reason. Currently, sick leave
can only be used for specific “sick” purposes. Sick leave could be expanded to be used for
COVID-related quarantine and/or child-care situations even if illness is not experienced.
• Allow unpaid leave to be used with no impact to vacation/sick accrual. Currently, unpaid leave
may only be granted after all eligible paid leave is exhausted. In addition, if unpaid leave is used,
sick and vacation benefits are reduced on a pro-rated basis depending upon the amount of
unpaid leave used.
• Create a separate County Benefit level
Each of these has workplace and legal ramifications. We are reviewing and researching now and will
have formal recommendations by Wednesday in the dropbox.
b. We are continuing to research FMLA over time regulations for Jailers. We hope to have more input
next week.
C. Newly signed federal legislation (December 27) impacts Flexible Spending Accounts (FSAs) that allow
for pre-tax spending. Several options are available for 2020 dollar carry over into 2021. Due to difficulty
in spending set aside dollars the new legislation provides employer flexibility and extends deadlines on
when funds must be spent. We are evaluating and will have recommendations.
Item 10. I would like to begin to get committee input on the 2022 budget letter attached in the packet
and approved by the County Board. We plan to have a number of scenarios to consider and explore with
departments for discussion.
Item 11. Reports:
• Personnel Financial Report:
o General Fund Personnel Expenses, up $231k, 2.4%
o Human Services Personnel Expenses, up $100k, 4.1%
o Highway Personnel Expenses, down $29k, 1.4% (WC issue).
o Net increase $302k. 2.1% increase.
Minutes of the
Bayfield County Personnel Committee Meeting
4:00 PM, December 3, 2020
Meeting was Held Remotely through Microsoft Teams
Members Present: Dennis Pocernich, Tom Snilsberg, Fred Strand, Marty Milanowski, Brett
Rondeau
Others Present: Mark Abeles-Allison County Administrator, Kristine Kavajecz-Human
Resources Director,
Luke Kleczka, Gwen Goodrich, Kathleen Haiden, Kim Mattson, Mitch Bartick, Rich Burghaus,
Dave Renz, Andy Mika, Chris Benton, Brenda Bock,
Meeting called to order at 4:00pm by Chairman Rondeau
Public Comment:
Cpl Goodrich asked to comment when the topic is addressed.
Motion Milanowski, Snilsberg to approve minutes of the November 5, 2020 Personnel
Committee meeting. Motion Carried (5-0)
Motion Milanowksi, Snilsberg to enter into closed session pursuant to Wisconsin Statutes:
a. §19.85(1)(c,e) to consider employment, promotion, compensation or performance
evaluation data of any public employee over which the governmental body has
jurisdiction or exercises responsibility: and deliberating or negotiating the purchase of
public property, vesting of public funds or conducting other specified business whenever
competitive or bargain reasons require a closed session.
i. Approve Closed Session Minutes of November 5, 2020
ii. Discuss strategy with regard to union negotiations.
iii. Union Negotiations with WPPA (4:00pm)
iv. Public Health Director Compensation During COVID
Motion carried. Entered closed session at 4:08 pm
Motion Pocernich, Milanowski to return to open session. Motion Carried. Returned to open
session at 5:53 pm
Reclassification of positions and placement of staff:
Carlson Dettman Market Analysis for: Jailer, Public Health Nurse, Emergency
Management Director, IT Network/Security, Social Worker
Abeles-Allison reviewed the wage analysis provided by Carlson-Dettmann.
Public Comment:
Lt Kleczka commented that the 11-step wage schedule spreads increases over a longer
period of time, where other organizations reach a maximum wage after a shorter period of time.
Ashland County will be starting at approximately $22 in 2021. This makes it more difficult to
attract and retain employees. Kavajecz asked Kleczka if Ashland County offers a starting wage
and then increases after Jail Academy is completed.
Cpl Goodrich commented that there have been employees and inmates that have been
COVID positive. Echoed what Lt Kleczka stated.
Cpl Bock echoed what Lt Kleczka stated that there is concern with training staff and
having them leave for a higher wage.
Abeles-Allison reviewed the wage analysis that were received on 4 additional positions: Public
Health Nurse (recommend current placement is appropriate). Emergency Management Director
(recommend current placement is appropriate). Social Worker I (Recommend either moving to
Grade L, or keeping at Grade K, but starting at Step 4 rather than Step 1). Network/Security
Analyst (Recommend increase one grade).
Motion Strand, Milanowski to approve the recommendation to move Jailers from Grade G to
Grade H and Corporals from Grade H to Grade I and to place employees at the step that
represents at least a 2.5% increase. Motion Carried (5-0).
Motion Milanowski, Snilsberg to return to closed session. Motion Carried (5-0) Entered closed
session at 6:28pm.
Motion Milanowski, Pocernich to return to open session. Motion Carried (5-0) Returned to open
session at 6:45pm
Licensed Practical Nurse (LPN):
Motion Pocernich, Strand to move the LPN position from Grade E to Grade G and place current
LPN per recommendation. Motion Carried (5-0)
Motion Pocernich, Milanowski to return to closed session. Motion Carried. Returned to closed
session at 6:50pm.
Motion Milanowski, Snilsberg to return to open session. Motion Carried (5-0) Returned to open
session at 6:55pm.
Discussion Regarding job descriptions with virtual/remote components: This topic is brought to
the committee to begin a discussion about future positions and opportunities for telecommuting.
This topic will be discussed further as opportunities arise.
Reports
a) Human Resources Report provided in the packet and reviewed by Kavajecz.
b) Personnel Financial Report for the month of November 2020 provided in the packet
and reviewed by Abeles-Allison.
c) COVID Workplace Updates: County was able to secure some additional COVID-
related funds that were not used by towns. Northern Lights outbreak is improving.
Next meeting is January 7.
Meeting adjourned at 7:12pm.
Minutes respectfully submitted by Kristine Kavajecz
Bayfield County Jailer Wage Overview
January 7, 2021
Background:
In October 2020, the Personnel Committee began discussing Jailer wages at the request of the
Sheriff’s Committee and Jail Management. Human Resources was directed to conduct an
analysis of comparable wages and make a recommendation to the Personnel Committee.
At the November Personnel Committee meeting, the Committee authorized a wage analysis of
the Jailer position to be conducted by Carlson Dettmann Consulting. The intent was to ensure
the proper placement of the position on the wage schedule and to provide information on an
appropriate start and maximum wage for the Jailer position based on comparables across the
state.
At the December 3, 2020 Personnel Committee meeting, a recommendation was made and
approved to move Jailers from Grade G to Grade H and Jail Corporals from Grade H to Grade I
on the wage schedule and then to place existing staff on the wage schedule at the step that
represents at least a 2.5% wage increase.
Following the meeting, notification was provided to payroll and staff. Several Jail staff reached
out to the Human Resources office with concern that they felt that the decision of the
Personnel Committee was misinterpreted.
The concerns were brought to the Executive Committee at the December 10, 2020 meeting. It
was recommended that the Personnel Committee clarify the intent of their decision.
Summary Analysis (Key Points):
Some Jail staff and Jail management have expressed concern with the step placement of existing Jailers
within modified Grade H and placement of Jail Corporals within modified Grade I.
The recommendation to place employees at the step that represents at least a 2.5% wage increase is
consistent with what was done for all county employees since the wage scale was implemented and is
what is typically used to place employees when positions are reclassified.
Turnover, recruitment and retention are criteria that are also considered when analyzing
whether to reclassify positions. Turnover is higher today across all jurisdictions than it was ten
years ago due to increased mobility and a very competitive job market in our region. In
comparison with other large Bayfield County departments, the Jail has a low turnover rate for
full-time employees. Only one full-time employee has resigned in the last three years, while
four have retired. The number of resignations of part-time employees however is higher, as is
anticipated. The County has made significant adjustments to wages and benefits for part-time
employees in the last couple of years in an attempt to increase retention of part-time
employees.
Placing staff at the step that reflects at least a 2.5% increase in wages on January 1 will result in the
following wage adjustments. It is important to note that the change figures are impacted by the
generous 4.06% adjustment the County approved for all non-union employees in 2021. The average
percentage increase for all jailers in 2021 is 5.5% under the plan adopted by the Committee in
December. Without this change the average percentage increase would have been 3.9 percent.
Years of
Employment
Years of FT
Employment 2020 Wage
2021 Wage
Without
Grade
Change
2021
Wage
with
Grade
Change
% Change from
2020 without
Grade Change
% Change
from 2020
with Grade
Change
$ Change
from 2020
without
Grade
Change
$ Change
from 2020
with Grade
Change
Employee 1 5 5 21.06 21.95 22.02 4.23%4.56%0.89 0.96
Employee 2 3 3 21.06 21.95 22.02 4.23%4.56%0.89 0.96
Employee 3*8 7 24.94 25.33 25.59 1.56%2.61%0.39 0.65
Employee 4 5 4 21.06 21.95 22.02 4.23%4.56%0.89 0.96
Employee 5 5 4 20.46 21.31 21.39 4.15%4.55%0.85 0.93
Employee 6 1 1 18.36 19.18 19.7 4.47%7.30%0.82 1.34
Employee 7 2 1 18.89 19.71 20.27 4.34%7.31%0.82 1.38
Employee 8 2 1 18.36 19.18 19.7 4.47%7.30%0.82 1.34
Employee 9 1 1 18.36 19.18 19.7 4.47%7.30%0.82 1.34
Employee 10*9 7 23.61 23.98 24.2 1.57%2.50%0.37 0.59
Employee 11 3 2 19.41 20.25 20.27 4.33%4.43%0.84 0.86
Employee 12 1 1 18.36 19.18 19.7 4.47%7.30%0.82 1.34
Employee 13 1 1 18.36 19.18 19.7 4.47%7.30%0.82 1.34
* Employees at Step 11 of the 2020 wage schedule
Bayfield County Jailer Wage Analysis 2020
BAYFIELD COUNTY JAILER WAGE HISTORY: Bayfield County has adjusted starting wages for
Jailers over the past 7 years. In 2014 wages started at 15.08. The Personnel Committee
approved starting wages for Jailers at $19.70 for 2021. This is a 30.6% increase since 2014, or
an average of 4.4% per year.
JAILER WAGES, 2014-2020
Year Min Mid Max Increase
2014 15.08 18.85 22.62 2%
2015 15.31 19.14 22.97 1.66%
2016 17.82 20.37 22.92 1.57%
2017 17.91 20.47 23.08 Carlson
Dettman Study
2018 18.00 20.57 23.15 .5%
2019 18.09 20.68 23.27 .5%
2020 18.36 20.99 23.61 1.5%
2020 and 2021 Jailer / Corporal Wages
2020
SCHEDULE
Hire Step 2 Step
3
Step
4
Step
5
Step
6
Step
7
Step
8
Step
6
Step
10
Step
11
Jailer
(Grade G)
18.36 18.89 19.41 19.94 20.46 20.99 21.51 22.04 22.56 23.09 23.61
Corporal
(Grade H)
19.40 19.96 20.51 21.06 21.62 22.17 22.73 23.28 23.83 24.39 24.94
Grade I 20.51 21.1 21.68 22.26 22.85 23.44 24.03 24.61 25.2 25.79 26.37
2021
SCHEDULE
(as
adopted
by
Personnel
in
December)
Hire Step
2
Step
3
Step
4
Step
5
Step
6
Step
7
Step
8
Step
9
Step
10
Step
11
Jailer
(Grade H)
19.70 20.27 20.83 21.39 21.95 22.52 23.08 23.65 24.20 24.77 25.33
Corporal
(Grade I)
20.83 21.43 22.02 22.61 23.21 23.81 24.40 25 25.59 26.19 26.78
Adjacent County 2020 Wage Comparables for Jailers:
(This complements the more numerous samples from Carlson Dettman)
County Start Mid Max Comments
State Avg 19.05 20.92 24.73 From DWD
Ashland 17.42 21.77 21.77 Max after complete academy
Burnett 19.10 20.69 26.10
Douglas (Non-Cert) 19.60 21.28 26.88
Douglas (Cert) 20.70 22.48 28.40 7 years. Consistent with other BC
positions at grade H.
Iron 21.79 23 24.21
Price 19.02 19.91 22.24
Sawyer 18.66 19.46 24
Washburn 20.44 20.44 25.98
Bayfield 18.36 20.99 23.61
Regional Average 19.45 21.11 24.79
Bayfield County 2021
as approved 12/20
19.70 22.52 25.33
With the December 2020 Adjustment, Bayfield County’s hire wage increased $1.34 per hour.
Max wage increased $1.72 per hour.
OTHER BENEFITS COMPARISON
Benefits: Benefits offered by Bayfield, Ashland, Douglas, Sawyer and Washburn Counties were
reviewed. The analysis included: Health, Dental, Vision, Wellness, Sick leave, Personal Leave
and Vacation leave benefits.
GRADE DETERMINATION:
To determine the appropriate wage grade the following are considered:
• Education
• Physical requirements and work environment,
• Technical requirements
• Other complexities of the position including supervisory responsibilities and
advanced/specialized skills
Qualifications for current Grade H (where jailers are current place as of 12/20) positions typically include
a 2-year degree and 2-4 years of experience.
Qualifications for current Grade I (Where Corporals are placed as of 12/20) positions typically include a 2
or 4-year degree, 2-4 years of experience, and require a higher complexity, confidentiality, and/or
specialized technical skills level. Some positions in this grade have supervisory responsibilities.
Scenarios for 2021 Wages:
1) Base Comparison, 2020 Keep Jailers and Jail Corporals at Grades G and H (Pre-Committee action on
12/20).
a. 2021 Wage Adjustment Financial Impact in 2021: $22,776
b. Wage Increases range from 4.15%-4.47% for those increasing a step, and 1.56% for those at
Step 11. (.37-.89 cents per hour over 2020)
Bayfield Ashland Douglas Sawyer Washburn
Health Plan
Monthly Premium $118-$291 $92.50-$200 $93-$313 $93.50-$261.88 $131-$335
Deductible $500-$1000 $750-$1750 1500/3000 $3000-$6000 $1,000-$2,000
HRA/HSA 0 $750-$1500 $1000-$2800 HRA $400-$800 HRA
Dental $30-$101 $25-$50 $5-$17 $38-$129 $5-$13
Wellness
Up to 5% of Health
Insurance Premium:
$591-$1457 annually N/A
$250/$500 HSA
Contribution N/A
$150-$380, 2 hrs vaca
for blood donation
Vision $6-$20 N/A N/A $8-$24 $5-$13
Sick 5 hrs/mo
40 hours per
year, awarded
Jan 1 1 day per month 1 day per month
98 hours per yr (3.77
bi-weekly)
Personal Time N/A
30 hours per
year, awarded
Jan 1 3.5 days per year N/A N/A
Vacation
1 week upon hire,
Max of 5 weeks
after 15 years
1 week after 1
year, max of 28
days after 22
years
6.25 hours per month,
use after 6 months.
Max of 5 weeks after
17 years
3.5 hours per
payroll. Max of 5
weeks after 25
years
After 1 year. Max 5
weeks after 25 years
2) As Approved by Personnel Committee in December. Modify Grade Levels (Grade H for Jailers and
Grade I for Jail Corporals) Place staff at the step that reflects at least a 2.5% wage increase for
2021.
a. Annual Financial Impact for 2021: $32,507 ($9,731 more than status quo)
b. Wage Increases range from 4.43%-7.3%, and 2.5-2.6% for employees currently at Step 11
(.59-$1.38 per hour over 2020)
3) Modify Grade Levels (Grade H for Jailers and Grade I for Jail Corporals). Place staff at one step
above the step they were at in the previous grade.
a. Annual Financial Impact for 2021: $57,252 ($34,476 more than status quo or $24,746 more
than the placement recommended to the Personnel Committee).
b. Wage Increases range from 7.29-10.4%. ($1.72-$2.15 per hour over 2020)
4) Modify Grade Levels (Grade H for Jailers and Grade I for Jail Corporals). Place staff at one step above
what was recommended to the Personnel Committee once the Jailer completes Jail Academy. This
would result in all but 2 current FT Jailers being eligible for an additional step increase.
a. Annual Financial Impact for 2021 (as of today): $48,850 (22,074 more than status quo or
$12,344 more than the placement recommended to the Personnel Committee).
b. Wage Increases range from 4.9-10.4% ($1.16-$1.94 per hour over 2020) if academy
completed.
Following is the information that was provided to Jail staff that inquired following the wage adjustment
approval at the December 3, 2020 Personnel Committee Meeting:
Thank you for reaching out to me regarding your concerns and I appreciate the opportunity to explain
the process that was used to determine the wage adjustments. Firstly, I want you to know that all
Bayfield County employees are valued. The work that county employees do every day has a direct
impact on the safety and well-being of our citizens. The goal of the county is to provide a compensation
package that is competitive and fair.
There were two separate items that the Personnel Committee considered:
1) What grade jailers should be placed at on the wage schedule.
2) Where to place employees within that Grade.
GRADE:
Bayfield County established its 11-step wage schedule in 2016. Grade placement of positions is
determined by several factors including education, physical requirements, complexity, experience,
supervision etc., and an analysis of wages paid by other entities. The Jailer position was placed at Grade
G. Captain Haiden requested that Jailer wages be reviewed because of concerns with recruiting and
retaining Jailers (start wage and maximum wage). As a result, an analysis was done using several data
points. Information from the WI Department of Workforce Development, Analysis through Carlson-
Dettmann Consulting, and contact with 7 other counties in the Northern Region of Wisconsin was used to
conduct an analysis of wages.
Based on the information obtained, a recommendation was made to the Personnel Committee to
increase the Jailer position from Grade G to Grade H on the wage schedule. The starting wage for the
Jailer position increased to $19.70 (from $18.25) per hour and the maximum wage increased to $25.33
(from $23.61). This places the wages competitively with neighboring counties.
A specific concern was brought up regarding Ashland County. The information we received indicates that
Ashland County starts Jailers out at $17.42 per hour and increases them to $21.77 once they have
completed Academy. There are no step increases after that point. Annual increases are determined by
the County Board.
Under Bayfield County’s wage schedule, Grade H, a Jailer would start at $19.70 and would increase 2.5%
each year, plus any wage schedule indexing approved by the County Board. Even though an employee
may not reach the Ashland County maximum until year 5, because the wage starts out higher and
incrementally increases, if the wages are averaged over the first 4 years, the average annual wage is
very similar. Bayfield County, however, has a much higher maximum wage and ensures that an
employee receives at least a 2.5% step increase each year for six more years.
PLACEMENT:
Once the Grade was modified, a determination was needed on what step to place existing employees at
within that grade.
When the wage schedule was initially implemented, all county employees were placed at the step that
represented at least a 2.5% wage increase. In this situation an employee with several years of seniority
may still have been placed at Step 1. This same process is also used when an employee receives a
promotion. For example, if an employee were at Step 11 of Grade I and they applied for and received a
position in Grade J, they would typically be placed at the Step that reflects at least a 2.5% increase in
wages, which could be Step 8 or 9. The step placement is not a reflection of years of service.
That same concept was used when placing Jailers and Corporals within the new Grades.
All Jailers received wage increases over what they would have received if the Grade level had not been
changed. Those staff that were not at the maximum wage will receive increases ranging from 4.4%-7.3%
over what they are currently making. Those already at the maximum will receive 2.5%-2.6% increases
rather than the 1.56% they would have received if the Grade Level had not been changed.
I realize that for a few staff, the increase over where they would have been if the Grade change was not
approved is minimal, however, the overall impact of the Grade change is positive for everyone. The
starting wage is higher and more competitive, and the maximum wage is increased, which benefits all
Jailers.
Bayfield County has made several policy modifications over the past 18 months intended to enhance the
compensation package for employees. These enhancements include: accelerated and increased vacation
schedule, implementation of paid maternity/paternity leave and offer of additional insurances such as
vision and accident insurance. To address part-time Jailer retention, Part-time Jailers are guaranteed a
minimum number of hours and may receive step increases based on the number of hours worked.
Bayfield County remains committed to providing a competitive and fair compensation package.
I hope that this explanation helps to clarify the decisions that were made.
I am open to discussing any additional questions you may have.
December 3, 2020
MEMORANDUM
TO: Kristine Kavajecz, Human Resources Director
FR: Patrick Glynn, Senior Consultant
RE: Market Analysis – 4 Classifications
Much of the data for the following four classifications resides in our proprietary public sector
database, and is constantly being updated based on our project needs. While the database may not
include every comparable from the prior study, we have sufficient data to provide you with a
reasonable estimate for a market rate of pay.
Public Health Nurse
The following table is a summary of the data currently in our proprietary system for the classification
of Public Health Nurse.
CDC Database:
All WI Matches
n-count 61
25th Percentile $27.88
Median (50th) $30.21
Average $30.06
75th Percentile $32.62
CDC Database:
Northern/Northwestern WI
n-count 16
25th Percentile $25.83
Median (50th) $27.60
Average $27.41
75th Percentile $28.56
If we work from the premise that a good compensation structure approximates the 25th to 75th
percentiles of the marketplace, and that the Northern/Northwestern WI data is an appropriate
dataset, an appropriate range of pay would be $25.83 to $28.56 hourly.
Looking at your current 2020 structure, it appears that Grade L might be the best reasonable fit,
which happens to be the grade to which this classification is currently assigned.
Emergency Management Director
The following table is a summary of the data currently in our proprietary system for the classification
of Emergency Management Director.
2
CDC Database:
All WI Matches
n-count 52
25th Percentile $30.58
Median (50th) $34.14
Average $32.84
75th Percentile $38.21
CDC Database:
Northern/Northwestern WI
n-count 18
25th Percentile $29.54
Median (50th) $32.98
Average $31.76
75th Percentile $34.63
If we work from the premise that a good compensation structure approximates the 25th to 75th
percentiles of the marketplace, and that the Northern/Northwestern WI data is an appropriate
dataset, an appropriate range of pay would be $29.54 to $34.63 hourly.
Looking at your current 2020 structure, it appears that Grade N might be the best reasonable fit,
which happens to be the grade to which this classification is currently assigned.
Social Worker I
The following table is a summary of the data currently in our proprietary system for the classification
of Social Worker I.
CDC Database:
All WI Matches
n-count 47
25th Percentile $24.52
Median (50th) $26.04
Average $25.83
75th Percentile $27.07
CDC Database:
Northern/Northwestern WI
n-count 18
25th Percentile $25.32
Median (50th) $26.51
Average $25.92
75th Percentile $27.96
If we work from the premise that a good compensation structure approximates the 25th to 75th
percentiles of the marketplace, and that the Northern/Northwestern WI data is an appropriate
dataset, an appropriate range of pay would be $25.32 to $27.96 hourly.
Looking at your current 2020 structure, it appears that Grade K might be the best reasonable fit
when looking solely at the control point in comparison to the market. However, this would cause
pressure with other classifications as you move up the pay grades. Since it appears that the County’s
current maximum rate of pay for this classification is relatively competitive with the marketplace, the
County might want to intentionally hire further up into the pay range (Grade J) for entry-level social
3
workers. For example, you might have better luck using step four as the entry rate for this
classification instead of upsetting all of the positions above it.
IT & Network Security Analyst
The data for the IT and network security analyst is a composite of both public and private sector
data; hence the different format for the section.
The market data for the 25th, 50th, and 75th percentiles of the marketplace is as follows: $24.62;
$27.95; and $31.34 respectively. The survey data is obtained from our own database, as well as
using CompData and Willis Towers Watson (two highly respected sources). Looking at your current
2020 structure, it appears that Grade L might be the best reasonable fit.
Please let me know if you any questions or require additional information.
The Bay Area WIC Program is requesting an additional 2 days of CPA coverage of the Project
Nutritionist, to help the WIC Director meet the needs of the current WIC caseload and to be able
to have the time to complete administrative tasks. The WIC Director is currently spending 30+
hrs/week with direct client services and <7.5 for administrative tasks. The WIC Director
currently has no back-up staff to help fill in for vacation or sick time.
Clinic days are 8 hours each day and include certifying 13+ WIC participants daily along with
charting requirements. Bay Area WIC has been averaging 17+ WIC participants daily with
increasing caseload and demands put on by COVID-19. The WIC Director is the only staff
member who has the credentials to complete all WIC certifications and nutrition contacts. All
WIC appointments are done over the phone due to COVID-19, which requires more time to
connect/reach people and complete visits.
The WIC Director is required to complete administrative tasks, which includes budget review;
caseload review and management; outreach plan and activities; nutrition care plan and activities;
staff trainings and review of staff training plans; review of monthly reports; staff observations;
and other task assigned in the WIC Director Checklist.. The WIC Director is also the WIC Breast
Feeding Coordinator and WIC Fit Families Coordinator, which also has its own set of program
and administrative tasks. The WIC Director is also responsible for the supervision of 3 WIC staff
Per our recent WIC’s Management Evaluation (audit) by the State WIC Office, it was
recommended that we consider increasing our CPA hours to be comparable to other WIC
Programs of similar size.
Bayfield County Administrator
117 E 5th Street, PO Box 878, Washburn, WI 54891
Ph: 715-373-6181 Fx: 715-373-6153
Mark Abeles-Allison, County Administrator
Kristine Kavajecz, Human Resources Director
Paige Terry, Clerk
December 16, 2020
To: Department Heads
From: Mark Abeles-Allison
Regarding: Planning for 2022 Budget
The 2021 Budget Process was more difficult than expected this year. Economic conditions
decreased revenue streams. The County responded by reducing proposed expenditures and
injecting $250,000 in fund balances into the operating budget.
With the 2021 budget in place it gives us time to begin thinking about the 2022 budget and
the implications continued revenue reductions will have.
Please consider what your department options are for potential future expenditure/levy
reductions.
Here are the questions I am looking for responses on:
1. If the county needed to reduce expenditures by 2%, 5% or 7%. How would you
respond? Please be as detailed as possible and present options for each of the three
scenarios. Please describe anticipated impacts on service delivery this would have.
2. What revenue enhancing options does your department have? Please be as specific
as possible.
3. Please describe the relationship between expenditures and levy in your department.
After you develop responses please share with your Committee.
Please submit responses by March 31, 2021. Thank you!
Human Resources Report / Kris Kavajecz
January 7, 2021
• No retirements in December, but coordinated with several employees that will be retiring in
January. (7 retirements total in 2020)
• COVID exposures and active cases in the employee group have significantly reduced. Hoping that we
do not see a spike as a result of the Christmas and New Year’s holidays.
• No worker’s compensation claims in December (28 year-to date).
• December Recruitment / New Hire Snapshot
o AODA/Mental Health Social Worker: Waiting on State Licensing authorization for applicant.
o Child Support Specialist: Bonni Gary started on 11/30/2020
o Financial Manager-DHS: Stephanie Eder started on 12/14/2020
o Substitute Meal Deliver Drivers: Rose Bitzer started on 11/30,2020. Continuing to advertise
for additional drivers.
o Sarah Traaholt moved from Human Services Clerk III to Deputy Treasurer.
o Tim Roguski will be taking on the position of Assistant Highway Shop Foreman on January 1.
o Completed interviews for PT Clerk in the District Attorney’s Office.
o Completed interviews for Clerk/Receptionist for Human Services.
o Currently recruiting for
▪ Emergency Management Director
▪ Permanent Meal Delivery Driver
▪ Occasional Meal Delivery Drivers
▪ Child Protective Services Social Worker
▪ Behavioral Health Social Worker
• Other Activities:
• Assisted with preparation of and participated in Department Head, Personnel and Executive
Committee meetings.
• Worked with Department Heads regarding employee productivity/performance concerns
• Worked through several Leave of Absence/FMLA situations and arranged for staffing support as
a result of the leaves.
• Conducted three new-hire orientations.
• Conducted two exit interviews.
• Conducted thirteen (13) interviews for various positions.
• Addressed several benefit inquiries
• Assisted with various 2021 budget related items.
• Participated in a couple of webinars, including: regional Personnel Directors round-table and a
webinar with Von Briessen and Roper related to COVID-related leaves.
• Spent considerable time researching and analyzing wages, turn-over and benefits for various
positions.
• Continued planning for the upcoming In-Service Training day on January 18th.
• Coordinating mentors for new management staff.
Adopted Budget Amended Current Month YTD YTD Budget - YTD % Used/
Organization Budget Amendments Budget Transactions Encumbrances Transactions Transactions Rec'd Prior Year YTD
Fund 100 - General
EXPENSE
Department 00 - General Fund 2,300.00 .00 2,300.00 .00 .00 664.57 1,635.43 29 2,472.00
Department 01 - County Board 46,509.00 .00 46,509.00 6,282.96 .00 48,005.15 (1,496.15)103 39,594.55
Department 02 - Clerk of Courts 344,540.00 .00 344,540.00 37,167.95 .00 352,693.15 (8,153.15)102 332,336.23
Department 04 - Criminal Justice 200,434.00 .00 200,434.00 15,609.83 .00 135,725.59 64,708.41 68 136,584.41
Department 06 - Coroner 14,259.00 .00 14,259.00 2,372.78 .00 14,792.73 (533.73)104 12,853.79
Department 07 - Administrator 266,178.00 15,107.00 281,285.00 31,994.55 .00 278,289.52 2,995.48 99 253,160.05
Department 08 - District Attorney 174,753.00 .00 174,753.00 18,294.67 .00 171,042.62 3,710.38 98 166,731.82
Department 09 - Child Support 226,756.00 .00 226,756.00 19,219.09 .00 205,575.18 21,180.82 91 214,842.41
Department 10 - County Clerk 364,491.00 .00 364,491.00 35,427.20 .00 348,981.63 15,509.37 96 352,538.19
Department 12 - Treasurer 160,509.00 .00 160,509.00 15,649.30 .00 141,221.75 19,287.25 88 154,306.61
Department 13 - Land Records 401,073.00 .00 401,073.00 44,926.16 .00 389,313.68 11,759.32 97 313,192.45
Department 14 - Court House 251,227.00 11,436.00 262,663.00 26,987.98 .00 251,693.97 10,969.03 96 235,716.99
Department 15 - Register of Deeds 160,867.00 .00 160,867.00 16,448.39 .00 158,901.65 1,965.35 99 153,952.57
Department 17 - Sheriff 4,149,678.00 (52,343.00)4,097,335.00 442,479.60 .00 3,861,963.48 235,371.52 94 3,946,261.74
Department 18 - Emergency Management 132,387.00 .00 132,387.00 13,031.32 .00 138,366.39 (5,979.39)105 126,499.62
Department 19 - Veteran's Services 106,276.00 .00 106,276.00 11,224.37 .00 115,503.51 (9,227.51)109 97,630.05
Department 20 - Health 907,124.00 333,936.00 1,241,060.00 108,667.48 .00 913,044.73 328,015.27 74 806,361.33
Department 22 - Fair .00 .00 .00 .00 .00 .00 .00 +++.00
Department 23 - Tourism 193,022.00 .00 193,022.00 16,710.62 .00 171,190.64 21,831.36 89 177,410.11
Department 25 - UW Extension 92,051.00 .00 92,051.00 9,205.55 .00 89,669.53 2,381.47 97 85,136.70
Department 26 - Zoning 392,508.00 .00 392,508.00 41,836.74 .00 381,926.46 10,581.54 97 371,977.34
Department 28 - Land Conservation 260,289.00 (11,000.00)249,289.00 26,574.44 .00 257,803.43 (8,514.43)103 256,789.34
Department 29 - Land Use Planning .00 .00 .00 .00 .00 .00 .00 +++.00
Department 31 - Information Services 314,362.00 .00 314,362.00 33,368.52 .00 307,381.08 6,980.92 98 273,184.76
Department 34 - Forestry 952,189.00 .00 952,189.00 99,216.74 .00 913,394.14 38,794.86 96 907,182.38
EXPENSE TOTALS $10,113,782.00 $297,136.00 $10,410,918.00 $1,072,696.24 $0.00 $9,647,144.58 $763,773.42 93%$9,416,715.44
Fund 100 - General Totals
EXPENSE TOTALS 10,113,782.00 297,136.00 10,410,918.00 1,072,696.24 .00 9,647,144.58 763,773.42 93%9,416,715.44
Fund 100 - General Totals ($10,113,782.00)($297,136.00)($10,410,918.00)($1,072,696.24)$0.00 ($9,647,144.58)($763,773.42)($9,416,715.44)
Fund 235 - Human Services
EXPENSE
Department 00 - General Fund .00 .00 .00 .00 .00 2,318.33 (2,318.33)+++1,800.59
Department 51 - Regional Crisis Initiative 7,700.00 .00 7,700.00 .00 .00 .00 7,700.00 0 .00
Department 52 - AMSO 552,187.00 .00 552,187.00 67,931.82 .00 602,739.31 (50,552.31)109 562,250.74
Department 53 - Family Services 928,324.00 .00 928,324.00 77,358.87 .00 741,043.91 187,280.09 80 725,606.07
Department 54 - Economic Support 518,020.00 .00 518,020.00 41,517.05 .00 380,409.48 137,610.52 73 372,102.92
Department 55 - Aging and Disabilities 167,877.00 .00 167,877.00 32,638.61 .00 275,347.39 (107,470.39)164 230,872.64
Department 56 - GWAAR 263,397.00 .00 263,397.00 30,086.19 .00 287,736.35 (24,339.35)109 276,360.43
Run by Paige Terry on 12/29/2020 02:57:07 PM Page 1 of 2
Personnel Financial Through December 31, 2020
Through 12/31/20
Prior Fiscal Year Activity Included
Summary Listing
Adopted Budget Amended Current Month YTD YTD Budget - YTD % Used/
Organization Budget Amendments Budget Transactions Encumbrances Transactions Transactions Rec'd Prior Year YTD
Fund 235 - Human Services
EXPENSE
Department 58 - ADRC-Bayfield Co (38,864.00).00 (38,864.00)10,200.97 .00 107,482.21 (146,346.21)-277 129,342.13
Department 59 - ADRC-North 150,216.00 .00 150,216.00 12,135.32 .00 115,408.96 34,807.04 77 113,809.91
EXPENSE TOTALS $2,548,857.00 $0.00 $2,548,857.00 $271,868.83 $0.00 $2,512,485.94 $36,371.06 99%$2,412,145.43
Fund 235 - Human Services Totals
EXPENSE TOTALS 2,548,857.00 .00 2,548,857.00 271,868.83 .00 2,512,485.94 36,371.06 99%2,412,145.43
Fund 235 - Human Services Totals ($2,548,857.00)$0.00 ($2,548,857.00)($271,868.83)$0.00 ($2,512,485.94)($36,371.06)($2,412,145.43)
Fund 710 - Highway
EXPENSE
Department 71 - Highway Dept 5,110,180.00 .00 5,110,180.00 217,696.06 .00 2,128,248.55 2,981,931.45 42 2,157,079.23
EXPENSE TOTALS $5,110,180.00 $0.00 $5,110,180.00 $217,696.06 $0.00 $2,128,248.55 $2,981,931.45 42%$2,157,079.23
Fund 710 - Highway Totals
EXPENSE TOTALS 5,110,180.00 .00 5,110,180.00 217,696.06 .00 2,128,248.55 2,981,931.45 42%2,157,079.23
Fund 710 - Highway Totals ($5,110,180.00)$0.00 ($5,110,180.00)($217,696.06)$0.00 ($2,128,248.55)($2,981,931.45)($2,157,079.23)
Grand Totals
EXPENSE TOTALS 17,772,819.00 297,136.00 18,069,955.00 1,562,261.13 .00 14,287,879.07 3,782,075.93 79%13,985,940.10
Grand Totals ($17,772,819.00)($297,136.00)($18,069,955.00)($1,562,261.13)$0.00 ($14,287,879.07)($3,782,075.93)($13,985,940.10)
Run by Paige Terry on 12/29/2020 02:57:07 PM Page 2 of 2
Personnel Financial Through December 31, 2020
Through 12/31/20
Prior Fiscal Year Activity Included
Summary Listing