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Home My WebLink AboutPersonnel Committee - Agenda - 4/7/2022 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, April 7, 2022. This meeting will be held Remotely and In Person at the Bayfield County Board Room, Bayfield County Courthouse, Washburn, WI. Supervisors and the public will be able to participate in the Meeting via voice either by using the internet link or phone number below. Microsoft Teams meeting Join on your computer or mobile app Click here to join the meeting Or call in (audio only) +1 715-318-2087,,78610127# United States, Eau Claire Phone Conference ID: 786 101 27# Find a local number | Reset PIN Learn More | Meeting options Please contact Bayfield County at 715-373-6181 or 715-373-6100 if you have access questions prior to the meeting. During the meeting if you have connection issues please email mark.abeles-allison@bayfieldcounty.wi.gov 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 February 28, 2022 3. Public Comment 4. Discussion Regarding District Attorney Staffing Issues 5. Discussion and possible action regarding human services on-call policies. 6. Discussion regarding vacation accruals, Paid Time Off (PTO) policies and Dental Benefits. 7. Discussion Regarding County Flex and telecommuting policies 8. Discussion and Possible Action Regarding Personnel Policy a. 30 Days Minimum Notice for Department Head Notice b. County Comp Time Policy 9. Discussion and Possible Action regarding market analysis implementation. 10. Reports a) Human Resources Report b) Personnel Financial Report as of March 31, 2022 c) 1950, 2015 and 2080 hour schedule coordination 11. The committee may enter in and out of closed session pursuant to Wisconsin Statutes §19.85(1) (c) Considering employment, promotion, compensation or performance evaluation data of any public employee over which the governmental body has jurisdiction or exercises responsibility and (e) Deliberating or negotiating the purchasing of public properties, the investing of public funds, or conducting other specified public business, whenever competitive or bargaining reasons require a closed session. Discussion and Possible action Regarding: i. Closed Session Minutes, February 28, 2022 ii. Discussion and Possible Action regarding compensation for specific individuals. iii. WPPA Negotiation Strategy 12. Discussion and Possible Action Regarding employee wage and hour adjustments. Should you have any questions in the meantime, please do not hesitate to contact the County Administrator’s Office at 715 373-6181, mark.abeles- allison@bayfieldcounty.wi.gov 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, APRIL 7, 2022 Item 4: Kim Lawton will be in to discuss staffing challenges in her office. Item 5. Human services have recommended several on-call policy changes. A detailed summary from Elizabeth Skulan is attached. Item 6. Over the past month multiple suggestions have been received regarding vacation accruals or going to a Paid Time Off Policy, additional county paid benefits such as Dental. Current policies are attached. Item 7. General discussion about remote work policies. Our plan is to schedule employee / department head input sessions. We have been very busy and unable to schedule yet. Current policy attached. Item 8. Personnel policy regarding department head notice. Current language says Management and professional personnel are requested to give at least 30 days’ notice in writing. Change “requested” to “shall give”. Personnel policy regarding compensatory time. Current limit is 37.5 to 40 hours. Several employees have exceeded this. Give notice to departments for staff to get down to max levels by end of 2022. Item 9. • The HR Report will come out early next week. • The financial report for the first three months of the year is attached. Overall budget is at 20%, slightly less than last yar. Partially due to vacancy and lower health insurance in 2022. HI will start to increase again in 2023. • Discussion regarding the 1950-, 2015- and 2080-hour schedule implementation with managers and offices. Minutes of the Bayfield County Personnel Committee Meeting 4:00 PM, February 28, 2022 Meeting was Held Remotely through Microsoft Teams and In Person in the Bayfield County Board Room Members Present: Dennis Pocernich, Tom Snilsberg, Fred Strand, Marty Milanowski, Brett Rondeau Others Present: Mark Abeles-Allison County Administrator, Kristine Kavajecz-Human Resources Director, Lynn Divine-County Clerk, Meagan Quaderer-Emergency Management Director, Kim Mattson-Accountant, Dalt Collins, Martin Skaj, Patrick Glynn-Carlson-Dettmann Consulting, Jeff Silbert, Jason Bodine-Forest Administrator, Gail Reha, Gwen Daoust, Andy Runice, Deb Milanowski, Val Dietrich, Paul Houck, Elizabeth Skulan, Jennifer, ?, Theresa Foley, Dave Zepczyk Meeting called to order at 4:00pm by Chairman Rondeau Public Comment: Dalton Collins with the Highway Department asked if the Teamsters will be allowed to sit in on the closed session. Martin Skaj with the Highway Department would like to ask what the total of all wage studies has cost and how it will impact him. Stated that the Highway Department seems to be overlooked sometimes. Lori Skaj asked where data came from for the wage study and the cost. Approval of Minutes of February 10, 2022: Motion Milanowski, Strand to approve minutes of the February 10, 2022 Personnel Committee meeting. Motion Carried (5-0 ) Market Analysis Presentation; Patrick Glynn: Glynn explained that the Market Analysis was last conducted about 6 years ago. The market analysis is also being conducted as a response to the competitive job market. He reviewed a presentation which was provided to the committee members in hard copy. Moving an employee from 37.5 to 40 hour work week would result in 6.5% more in wages. One option that could be considered is developing a schedule that has 18 steps rather than 11 and having 2.5% steps up to the control point and then 1.25% steps through the 18th step. The analysis shows that the county’s wage structure control point is currently approximately 4.8% below the average market. Question was asked if moving to a 2080 work hour would impact the wage schedule. Answer in that the number of work hours would not impact the wage schedule. Question was asked how many hours per week other counties work. Answer is that it is all over the board. Question was asked how employees would receive a 40-hour work week. Question was asked if each position was evaluated for correct Grade placement. Answer was no, the analysis strictly evaluated the wages for the existing schedule. However, the consultant explained that the analysis indicates that the positions appear to be placed appropriately based on the position titles when analyzed during the market analysis (no significant deviations). Abeles-Allison explained 4.8% Reports a) Human Resources Report b) Personnel Financial Report as of February 28, 2022 The committee may enter in and out of closed session pursuant to Wisconsin Statutes §19.85(1) (c) Considering employment, promotion, compensation or performance evaluation data of any public employee over which the governmental body has jurisdiction or exercises responsibility and (e) Deliberating or negotiating the purchasing of public properties, the investing of public funds, or conducting other specified public business, whenever competitive or bargaining reasons require a closed session. Discussion and Possible action Regarding: i. Closed Session Minutes, February 10, 2022 ii. Wage and compensation discussion, various positions. iii. Teamster Negotiations. iv. WPPA Negotiations Motion Milanowski, Pocernich to enter into closed session pursuant to Wisconsin Statutes §19.85(1). Motion Carried (5-0) Entered closed session at 5:00pm. Motion Pocernich, Milanowski to approve closed session minutes of the February 10, 2022. Motion Milanowski, Pocernich to return to open session. Motion Carried (5-0 ). Returned to open session at 5:45pm Discussion and Possible Action Regarding Market Analysis recommendations to the County Board: Committee directed Abeles-Allison and Kavajecz to meet with Teamster representatives tomorrow to review options for wage schedule. Glynn will be making a presentation to the full county board tomorrow night with the same information that was presented tonight. Pocernich commented that he is supportive of a 40 hour work week for all employees. Pocernich is initially supportive of the Step 4 for employees with 5 years or more or place at the step that provides at least 2% wage increase, whichever is greater. Meeting adjourned at 5:50pm. Minutes respectfully submitted by Kristine Kavajecz BAYFIELD COUNTY HUMAN SERVICES, REPORT PREPARED BY E. SKULAN MARCH, 2022 ON – CALL REPORT The state of Wisconsin mandates counties provide response 24/7/365 to allegations of child abuse and neglect. Counties then require workers in Human Services, Health and Human Services, or Social Services Departments to provide on-call. In Bayfield County, the Family Services Section staff in the Department of Human Services provides this response. County staff with on-call responsibilities usually rotate the duties in some fashion. In Bayfield County: • Family Services Social Workers and Case Managers are assigned on-call duties to respond to child abuse and neglect reports. • Each worker must participate in a five-day Child Intake Worker training provided by the state before they are qualified to respond to after-hours calls. • Once trained workers can take physical custody of a child, if needed. In most cases, after hours calls can be resolved with a phone call or a series of phone calls. In a more limited number of instanced each year, staff must mobilize and respond in the community either to assist law enforcement or to take physical custody of a child or children until other arrangements can be made for them. Currently: • Hours of on-call are 4:00 p.m. to 8:00 a.m. Monday through Friday and 24- hours per day Saturdays, Sundays and holiday. • Workers are required to respond within 15 minutes of initial contact. • Workers are on-call for one week at a time, beginning Tuesday at 4:00 p.m., ending the following Tuesday at 8:00 a.m. • Workers are reimbursed $1.50 per hour to be on-call • Workers are provided a minimum of .50-hour compensatory time for phone calls. • There is no minimum for a mobile response. • Actual monetary compensation for on-call is approximately $10,000 annually. Workers bank compensatory time for time worked and are afforded time off to compensate for on-call. Comparisons to nearby counties: Ashland: 1 hour minimum or actual time at time and one-half, whichever is greater, no difference between phone call or mobile response, $24 per day Douglas 16.5 hours of on-call each weekday at $1.50 per hour; 1.5 hour minimum when called, documented in 15-minute increments; two hour minimum at time and one- half (3 hours) or time worked at time and one-half, whichever is more for mobile response Iron Time spent on phone based on actual minutes worked; 2-hour minimum straight time for mobile response Rusk Minimum .25 hour per phone call or whatever time spent on call; 2 hours minimum at time and one-half for mobile response; 1 hour of pay at the worker’s hourly wage for on-call duties Monday through Friday; 2 hours of pay at the worker’s hourly wage for on-call duties both Saturday and Sunday More Facts about on-call: • On-call duties are often required of social workers or other staff who provide social services. • On-call duties generally occur in the middle of the night. • On-call duties disrupt sleep, families, and the worker’s life. Recommendations: 1. Increase on-call reimbursement to $2.00 per hour or an additional $.50 per hour. This is equal to $3,328 per year. 2. Like other nearby counties, offer minimums for on-call duties (a. below AND b. or C.). a. Provide a one hour minimum for phone calls AND b. Provide a two-hour minimum for mobile response OR c. Provide a three-hour minimum for mobile response Suggested changes to Bayfield County Personnel Policies and Procedures Manual: 3.20 On-Call, page [37] Current language: Employees who are assigned Human Services duties shall be paid one dollar and fifty cents ($1.50) per hour. Employees who are on-call and who are called out shall receive compensation in the form of compensatory time off in accordance with the Fair Labor Standards Act but shall be compensated for a minimum of 30 minutes. Recommended language: 1. Employees who are assigned Human Services duties shall be paid two dollars ($2.00) per hour. Employees who are on-call and who are called out shall receive two hours compensatory time or compensatory time for time worked in accordance with the Fair Labor Standards Act, whichever is greater. On-call matters that can be resolved via phone shall be compensated with a minimum of one hour of compensatory time. Multiple calls within a sixty-minute period are afforded a single minimum of one hour. OR 2. Employees who are assigned Human Services duties shall be paid two dollars ($2.00) per hour. Employees who are on-call and who are called out shall receive three hours compensatory time or compensatory time for time worked in accordance with the Fair Labor Standards Act, whichever is greater. On-call matters that can be resolved via phone shall be compensated with a minimum of one hour of compensatory time. Multiple calls within a sixty-minute period are afforded a single minimum of one hour. Committee Recommendation: Mark and Kris Review: • Concur with item 1, increasing to $2. • Concur with item 2: one hour minimum • Continue with existing 2 hour minimum 1 | P a g e TELECOMMUTING POLICY (Effective July 1, 2020) 5.4 Telecommuting 5.4.1 POLICY: Bayfield County is committed to providing a work environment and culture where the needs of our clients, employees and the organization are aligned. Bayfield County strives to provide a flexible work environment as part of a strategy to aid departments in attracting, motivating, and retaining a highly qualified and skilled workforce. Telecommuting arrangements allow employees the flexibility to perform work from an alternate location while delivering quality services to clients. 5.4.2 DEFINITIONS A. Principal Work Location: The work location the employee is assigned to when not telecommuting. This is the primary department/office/location that the employee is assigned to. B. Telecommuting: The performance of job duties on a regular, recurring basis, at a location other than the employee’s principal work location. C. Telecommuting Arrangement: A work schedule and outline of deliverables outlined in a telecommuting agreement. D. Telecommuting Request Form: A formal request from an employee which outlines their proposal for a telecommuting arrangement. E. Telecommuting Agreement: A signed document that outlines the understanding between the department and the employee regarding the work schedule and outline of deliverables of the telecommuting arrangement. It is not a contract and can be changed or cancelled at any time at the discretion of the department. F. Telecommuting Location: Refers to the approved alternative office location in which an employee is authorized to conduct work off-site. In most cases, the telecommuting location will be an office-space in an employee’s home. 5.4.3 EXCLUSIONS This policy does not apply to employees who: A. Work at a location other than their principal work location on a short-term basis or as a temporary or reasonable accommodation; B. May work occasionally at a location other than their principal work location for various reasons; or C. Are working at a location other than their principal work location under business continuity or pandemic situations. 5.4.4 ELIGIBILITY Determination that a position may or may not be appropriate for a telecommuting agreement is made on a case-by-case basis at the department level with review by County Administrator. 2 | P a g e The use of telecommuting is at the sole discretion of the department. Not all work situations are appropriate for telecommuting, nor is telecommuting appropriate for all employees. A department that allows telecommuting must ensure that an appropriate work environment and appropriate framework of expectations exists, as outlined below. A. EMPLOYMENT CONDITIONS a. Compliance with Federal/State Employment Laws. Telecommuting agreements must comply with state and federal employment laws that apply to all county employees. This includes the Fair Labor Standards Act (FLSA) which regulates the payment of overtime. b. Job Duties and Responsibilities. The job duties, responsibilities and obligations of the position as well as the related terms and conditions of employment are not affected by telecommuting status. B. ELIGIBILITY CRITERIA a. Performance Related Criteria: 1. No pending personnel-related disciplinary action or performance concerns. 2. Employee has demonstrated good communication suitability. 3. Employee has demonstrated good time management skills. 4. Attendance History (excluding Family Medical Leave absences and Americans with Disabilities accommodations). 5. Employee has demonstrated ability to complete work projects with minimal supervision. b. Job Related Criteria 1. Primarily applicable to permanent, full-time or part-time, employees. 2. Overall business/department need 3. Ability to provide adequate supervision of the employee remotely. 4. Effects of telecommuting on customer services 5. Costs to be saved or incurred. 6. The need or availability of equipment 7. Existence of well-defined job objectives and output that can be assessed. 3 | P a g e 8. Telecommuting location has acceptable/reliable phone and internet access. 9. Portable job duties 10. Availability of a telecommuting location suitable for performing work duties. 5.4.5 EXPECTATIONS: A. EMPLOYEE EXPECTATIONS a. Work Time. Telecommuting hours are regular work hours. Telecommuting is not intended to permit staff to have time to work at other jobs, provide dependent care during work hours, or run their own businesses. b. Work Schedule/Meetings. The work schedule, including normal work day hours, breaks and core hours, and use of vacation and sick leave will be discussed by the supervisor and the employee within the framework of the FLSA and department policy. 1. Core hours are those hours during which the employee is expected to be available to communicate with the supervisor, co-workers or the public by telephone, e-mail, fax, etc. The supervisor will determine the number of days per week/payroll period that the employee will be allowed to telecommute. In addition, overtime for non-exempt employees must be pre-approved. 2. Work hours shall follow parameters outlined in Section 5.1 of the Personnel Policy Manual unless special circumstances warrant work outside of the standard work hours and with pre-approval by the Department Head. 3. The employee will be expected to attend all assigned meetings relating to the performance of the job, including those which would normally be held on a telecommuting day. The supervisor will determine whether the employee’s attendance at the meeting must be in-person at the principal work location, or if the employee may attend the meeting from the telecommuting location. 4. At the discretion of the department, the employee may be required to report to the principal work location on short notice. c. Location and Travel. The principal work location for the employee is the office location they are assigned to when not telecommuting. 1. Mileage between the employee’s telecommuting location and the principal work location shall be considered commuting mileage and is not subject to reimbursement; 4 | P a g e 2. If the employee is working at an alternative work site (not the telecommuting location and not the principal work site), the employee shall follow the county’s Personnel Policy with regard to mileage reimbursement eligibility. d. Communications. Employees must be reachable by clients, co-workers, as well as the supervisor during agreed upon hours. Employees must notify assigned office staff if they leave their telecommuting location during work hours just as they would if they were at the principal work location. They must also notify the supervisor if they are not performing work due to illness or personal reasons and must follow the normal procedures for requesting time off. e. Supplies and Expenses. Office supplies needed for the telecommuting location will be obtained through the normal supply request procedures. An employee must seek prior approval from the supervisor for expenses that will be incurred. Approved expenses will be reimbursed in accordance with existing policies. f. Hardware/Software. The employee’s department will work with the Information Technology Department to determine the appropriate equipment needs for each telecommuting arrangement on a case-by-case basis. 1. The employee will sign an inventory of all county owned equipment located at their telecommuting location and agrees to take appropriate action to protect the items from damage or theft. 2. At their discretion, Bayfield County will provide computer, hardware, software and/or cell phone as deemed necessary to perform assigned work away from the principal work location. 3. Employee is responsible for providing adequate internet service. 4. Bayfield County is responsible for maintenance, and repair of the county-owned equipment and upgrades of software and will assist the employee with questions related to installation and ongoing performance of the equipment and software. 5. Equipment, hardware and software furnished by the County remain the property of the county and are subject to the same business use restrictions as if the property were located at the principal work location. To ensure hardware and software security for county-owned equipment, all software used for telecommuting must be approved by the Information Technology Department. County-owned software shall not be installed on employee-owned hardware unless authorized by the county. Employee-owned software shall not be installed on county-owned hardware. 6. Home computers will not be allowed to connect to the county network. 7. Computers are for Bayfield County use only and are not be used for personal use. g. Responsibilities When Telecommuting Location is in the Home. The employee is responsible for establishing and maintaining a safe and adequate telecommuting location in the home. The designated location may be subject to review and 5 | P a g e approval by the supervisor, including an annual on-site inspection, to ensure that it is conducive to performing work. The employee will be responsible for all costs related to modifications of the telecommuting location including but not limited to remodeling or electrical modifications, Wi-Fi network, etc. h. Privacy and Security. Employees needing restricted access to confidential or sensitive information while working at a telecommuting location will discuss the need with their supervisor. 1. The information type will be documented in the telecommuting agreement before the employee may take the information off-site. Employees are responsible for protecting the privacy and confidentiality of data at their telecommuting location the same as they would be in the principal work location. 2. Employees must ensure the security of data and information that is transported to and from their telecommuting location. 3. Employees in a telecommuting agreement must comply with all Bayfield County policies and procedures concerning the handling of Confidential and Protected Health Information, as well as use of computers, internet and email. It is expected that employees fully review and be familiar with these policies. 4. Employees in a telecommuting agreement must have a signed Personnel Manual Acknowledgement, Confidentiality and Ethics Agreement on file. All policies applicable at the principal work location extend to the telecommuting location. i. Equipment Liability. If employee owned equipment is approved for use by the department, the employee is responsible for repair, maintenance, and replacement. j. Return of Equipment. Employees must return all county-owned hardware, software, supplies, documents and other information or property to the principal work location prior to termination of the telecommuting agreement or employment. k. Notice to Supervisor. Employees are responsible for promptly notifying their supervisor of an equipment malfunction or failure of either county-owned or employee-owned equipment needed to do assigned work. If the malfunction prevents the employee from performing assigned tasks, the employee must notify the supervisor immediately. The employee may be assigned to perform different tasks, to assist with repair or exchange of equipment, or to proceed to another work location. l. Performance. The employee is responsible for maintaining satisfactory work performance. A decline in work performance will result in termination of the telecommuting agreement. m. Weather Emergencies. An employee who is scheduled to work at the telecommuting location on an inclement weather day is expected to work as scheduled, unless the telecommuting location is located outside of the home and is 6 | P a g e also impacted by the inclement weather or the employee is otherwise excused from working. All requirement in section 5.4.5A continue to apply in inclement weather situations. n. Taxes. Federal and state tax implications of telecommuting and use of a telecommuting location are the responsibility of the employee. B. SUPERVISOR EXPECTATIONS a. Communication Plan. The supervisor must work with the employee to develop an effective communication strategy. The communication strategy should ensure that the employee effectively manages his or her workload and that telecommuting does not have a negative impact on the employee’s co-workers and team. In addition, the supervisor should maintain regular communication with the employee. b. Performance Expectations Plan. The supervisor is responsible for developing a plan that defines performance expectations and deliverables, and reviewing the plan with the employee. At a minimum, the agreement, plan and deliverables will be reviewed within 3 months of when the initial agreement is signed. Annual performance evaluation should also include a performance review of the telecommuting agreement. c. Emergency Plan. The supervisor is responsible for developing emergency and back up strategies with necessary phone numbers and a messaging plan in case of an emergency (e.g. equipment failure). d. Meetings. The supervisor should ensure that planned meeting schedules are communicated in advance as soon as possible so employees are able to adjust their work schedules and work location accordingly. e. Training. The County Administrator’s office will provide Telecommuting policy training to Department Heads as needed. Departments are encouraged to provide training for supervisors and employees in order to ensure a successful telecommuting program. For example, topics could include: telecommuting policy and procedure, data security and privacy, FLSA, communication, injury reporting, goal and standard setting, technology use and guidelines, safety, time tracking, etc. f. If an employee is not meeting telecommuting agreement deliverables, the supervisor is responsible for discontinuing the telecommuting agreement and explaining the rationale to the employee. Revocations can take effect immediately. 5.4.6 LIABILITY A. When telecommuting, the employee’s work space is considered an extension of their principal work site during the agreed upon working hours. The designated 7 | P a g e telecommuting location must accommodate any equipment to be used in the work performed. B. The telecommuting location must be maintained to minimize damage to county-owned property as if at the principal work site. C. Bayfield County does not assume responsibility for third party injury or property damage that may occur at the telecommuting location. In-person meetings with clients and or visitors conducting business with Bayfield County will not be held at the employee’s telecommuting location. D. An employee is covered by Worker’s Compensation laws while telecommuting. Any injury that occurs within the course and scope of employment must be reported to the supervisor immediately, using the county’s standard injury reporting process. The employee’s designated telecommuting location is considered an extension of the principal work location, only during scheduled telecommuting hours for purposes of Worker’s Compensation. 5.4.7 PROCESS Departments retain the right to approve or deny requests at their discretion based on the eligibility criteria. Expectations must be established for monitoring performance and ensuring that client and business needs are met. A. Request: Employee completes the Telecommuting Request Form and submits to their Supervisor/Department Head B. Supervisor/Department Head evaluates the request based on eligibility criteria. C. Supervisor/Department Head meets with the employee to review the request. a. Informs employee of reasons why the request was denied, or proposes modifications to the request -OR- b. Approves the request. D. Agreement: If the telecommuting request is approved, details of the arrangement are detailed in the Telecommuting Agreement. a. Agreement Contents: 1. Employee performance expectations. 2. Work hours and work schedule 3. Telecommuting Location 4. Equipment and Supplies b. Signature. The agreement must be signed by the supervisor and employee prior to the start of the telecommuting arrangement. c. Cancellation. The telecommuting agreement can be changed or cancelled by the employer at any time. A telecommuting agreement should be cancelled when the employee has performance issues or a change in job responsibilities, or when the 8 | P a g e needs of the department are not being met. The employee can also cancel the agreement at any time by giving advance notice to his or her supervisor. d. Duration of Telecommuting Agreement. The agreement is not open-ended. At least annually, the supervisor and employee must discuss whether to continue the arrangement. The arrangement must also be reviewed if there is a change in job duties or supervisor. e. The agreement will be sent to the County Administrator for review. If no response is received within 5 days, the agreement is assumed to be approved. 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 .00 .00 .00 .00 .00 .00 .00 +++.00 Department 01 - County Board 49,519.00 .00 49,519.00 5,367.00 .00 9,951.49 39,567.51 20 11,274.11 Department 02 - Clerk of Courts 346,277.00 .00 346,277.00 26,860.78 .00 75,483.85 270,793.15 22 79,328.01 Department 04 - Criminal Justice 155,472.00 .00 155,472.00 12,354.00 .00 34,490.61 120,981.39 22 30,790.91 Department 06 - Coroner 15,031.00 .00 15,031.00 538.08 .00 1,614.25 13,416.75 11 2,847.35 Department 07 - Administrator 291,164.00 .00 291,164.00 22,695.09 .00 63,477.87 227,686.13 22 65,375.58 Department 08 - District Attorney 167,641.00 .00 167,641.00 13,282.31 .00 37,277.59 130,363.41 22 39,497.52 Department 09 - Child Support 218,283.00 .00 218,283.00 14,295.71 .00 43,167.79 175,115.21 20 43,257.52 Department 10 - County Clerk 355,205.00 .00 355,205.00 27,731.71 .00 79,198.11 276,006.89 22 81,023.66 Department 12 - Treasurer 155,144.00 .00 155,144.00 6,729.07 .00 28,565.07 126,578.93 18 37,209.68 Department 13 - Land Records 406,031.00 .00 406,031.00 30,537.10 .00 85,376.51 320,654.49 21 91,262.66 Department 14 - Court House 269,642.00 .00 269,642.00 20,154.55 .00 61,636.45 208,005.55 23 56,482.23 Department 15 - Register of Deeds 159,208.00 .00 159,208.00 12,457.66 .00 36,061.36 123,146.64 23 35,008.18 Department 17 - Sheriff 3,868,112.00 .00 3,868,112.00 266,862.18 .00 740,063.73 3,128,048.27 19 822,260.29 Department 18 - Emergency Management 107,323.00 .00 107,323.00 8,468.04 .00 23,711.05 83,611.95 22 47,991.32 Department 19 - Veteran's Services 107,498.00 .00 107,498.00 7,961.21 .00 21,718.30 85,779.70 20 19,865.64 Department 20 - Health 780,246.00 .00 780,246.00 67,502.71 .00 173,901.44 606,344.56 22 157,412.11 Department 22 - Fair .00 .00 .00 .00 .00 .00 .00 +++.00 Department 23 - Tourism 197,877.00 .00 197,877.00 12,102.64 .00 32,591.71 165,285.29 16 31,612.63 Department 25 - UW Extension 95,121.00 .00 95,121.00 6,692.89 .00 18,737.89 76,383.11 20 19,659.82 Department 26 - Zoning 379,748.00 .00 379,748.00 30,714.98 .00 79,578.92 300,169.08 21 85,604.58 Department 28 - Land Conservation 267,185.00 .00 267,185.00 23,084.64 .00 65,168.01 202,016.99 24 53,720.64 Department 29 - Land Use Planning .00 .00 .00 .00 .00 .00 .00 +++.00 Department 31 - Information Services 310,296.00 .00 310,296.00 24,425.49 .00 67,126.10 243,169.90 22 68,221.82 Department 34 - Forestry 1,000,277.00 .00 1,000,277.00 70,155.70 .00 198,017.30 802,259.70 20 203,098.10 EXPENSE TOTALS $9,702,300.00 $0.00 $9,702,300.00 $710,973.54 $0.00 $1,976,915.40 $7,725,384.60 20%$2,082,804.36 Fund 100 - General Totals EXPENSE TOTALS 9,702,300.00 .00 9,702,300.00 710,973.54 .00 1,976,915.40 7,725,384.60 20%2,082,804.36 Fund 100 - General Totals ($9,702,300.00)$0.00 ($9,702,300.00)($710,973.54)$0.00 ($1,976,915.40)($7,725,384.60)($2,082,804.36) Fund 235 - Human Services EXPENSE Department 00 - General Fund .00 .00 .00 .00 .00 .00 .00 +++140.53 Department 47 - Comprehensive Community Support 219,012.00 .00 219,012.00 17,578.59 .00 50,005.02 169,006.98 23 54,791.60 Department 48 - Community Support Program (CSP)1,671.00 .00 1,671.00 .00 .00 .00 1,671.00 0 .00 Department 51 - Regional Crisis Initiative 3,850.00 .00 3,850.00 .00 .00 .00 3,850.00 0 .00 Department 52 - AMSO 581,919.00 .00 581,919.00 44,837.15 .00 113,472.34 468,446.66 19 146,771.18 Department 53 - Family Services 1,530,919.00 .00 1,530,919.00 43,144.16 .00 118,231.64 1,412,687.36 8 118,939.68 Department 54 - Economic Support 395,440.00 .00 395,440.00 21,420.35 .00 70,526.91 324,913.09 18 86,577.80 Run by Paige Terry on 04/01/2022 01:52:06 PM Page 1 of 2 Personnel Financial Through March 31, 2022 Through 03/31/22 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 55 - Aging and Disabilities 151,883.00 .00 151,883.00 19,235.40 .00 67,189.37 84,693.63 44 78,765.19 Department 56 - GWAAR 277,326.00 .00 277,326.00 19,158.78 .00 47,648.27 229,677.73 17 53,191.79 Department 58 - ADRC-Bayfield Co 114,659.00 .00 114,659.00 9,194.45 .00 19,509.15 95,149.85 17 20,288.35 Department 59 - ADRC-North 115,346.00 .00 115,346.00 9,046.11 .00 25,569.97 89,776.03 22 26,764.91 EXPENSE TOTALS $3,392,025.00 $0.00 $3,392,025.00 $183,614.99 $0.00 $512,152.67 $2,879,872.33 15%$586,231.03 Fund 235 - Human Services Totals EXPENSE TOTALS 3,392,025.00 .00 3,392,025.00 183,614.99 .00 512,152.67 2,879,872.33 15%586,231.03 Fund 235 - Human Services Totals ($3,392,025.00)$0.00 ($3,392,025.00)($183,614.99)$0.00 ($512,152.67)($2,879,872.33)($586,231.03) Fund 276 - American Rescue Plan 2021 Grant EXPENSE Department 20 - Health 53,645.00 .00 53,645.00 .00 .00 2,671.87 50,973.13 5 .00 Department 56 - GWAAR 90,000.00 .00 90,000.00 4,539.19 .00 12,484.44 77,515.56 14 .00 EXPENSE TOTALS $143,645.00 $0.00 $143,645.00 $4,539.19 $0.00 $15,156.31 $128,488.69 11%$0.00 Fund 276 - American Rescue Plan 2021 Grant Totals EXPENSE TOTALS 143,645.00 .00 143,645.00 4,539.19 .00 15,156.31 128,488.69 11%.00 Fund 276 - American Rescue Plan 2021 Grant Totals ($143,645.00)$0.00 ($143,645.00)($4,539.19)$0.00 ($15,156.31)($128,488.69)$0.00 Fund 710 - Highway EXPENSE Department 71 - Highway Dept 2,312,561.00 .00 2,312,561.00 179,044.33 .00 609,077.36 1,703,483.64 26 597,586.70 EXPENSE TOTALS $2,312,561.00 $0.00 $2,312,561.00 $179,044.33 $0.00 $609,077.36 $1,703,483.64 26%$597,586.70 Fund 710 - Highway Totals EXPENSE TOTALS 2,312,561.00 .00 2,312,561.00 179,044.33 .00 609,077.36 1,703,483.64 26%597,586.70 Fund 710 - Highway Totals ($2,312,561.00)$0.00 ($2,312,561.00)($179,044.33)$0.00 ($609,077.36)($1,703,483.64)($597,586.70) Grand Totals EXPENSE TOTALS 15,550,531.00 .00 15,550,531.00 1,078,172.05 .00 3,113,301.74 12,437,229.26 20%3,266,622.09 Grand Totals ($15,550,531.00)$0.00 ($15,550,531.00)($1,078,172.05)$0.00 ($3,113,301.74)($12,437,229.26)($3,266,622.09) Run by Paige Terry on 04/01/2022 01:52:06 PM Page 2 of 2 Personnel Financial Through March 31, 2022 Through 03/31/22 Prior Fiscal Year Activity Included Summary Listing