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Home My WebLink AboutPersonnel Committee - Agenda - 7/7/2022 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, Human Resources Director Paige Terry, Clerk BAYFIELD COUNTY PERSONNEL COMMITTEE MEETING Brett Rondeau, Chair Fred Strand Mary Dougherty, 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, July 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,,535473103# United States, Eau Claire Phone Conference ID: 535 473 103# 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 June 2, 2022 3. Public Comment 4. Discussion, 2023 Wage and CPI Planning Discussion, Patrick Glynn (30 minutes) 5. Discussion regarding Teamster and State Health Insurance Plans, 2023 (30 minutes) 6. Discussion and Possible Action Regarding Clarifying Unpaid Leave Policy, removing “extenuating circumstance” clause. 7. Reports a) Human Resources Report b) Personnel Financial Report as of June 30, 2022 c) Budget 2023 Staffing Request List d) Telecommuting Policy 8. 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. Approve Closed Session Minutes ii. Discussion regarding union negotiation strategy, WPPA / Teamsters. 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 PERSONNELL NARRATIVE, JULY 7, 2022 Item 4: Patrick Glynn with Carlson-Dettmann Consulting will share insights into 2023 payroll planning. Attached is an informative article he distributed. Item 5. We are planning an educational comparison of the county’s two health insurance plans. The Highway Department has the Teamster Health Plan together with a $5350 HRA. The County recently moved to the State of Wisconsin Local Deductible Health plan and dropped the HRA due to the low deductible of the State Plan ($500). This will be an educational session to review the coverages each plan provides. Item 6: Attached please find a copy of the current Unpaid Leave policy. Our policy is to allow department heads to allow up to 10 days of unpaid leave for “extenuating circumstances”. Our recommendation is to remove the extenuating circumstances provision, allowing unpaid leave to be used at a department’s discretion for any purpose as long as the department can ensure the continuity of services during the leave. Item 7. • HR report for May and June are attached • Personnel financial report for end of June. Within budget. • Attached in the packet is a detail of recent staffing additions and detail on 2023 staffing requests received to date. • Attached is the latest draft of the Telecommuting Policy that an advisory committee of Supervisors and Employees has worked on. We would like to review this with the committee. Minutes of the Bayfield County Personnel Committee Meeting 4:00 PM, June 2, 2022 Meeting was Held Remotely through Microsoft Teams and In Person in the Bayfield County Board Room Members Present: Dennis Pocernich, Mary Dougherty (remote), Fred Strand (remote), Marty Milanowski, Brett Rondeau Others Present: Mark Abeles-Allison County Administrator, Kristine Kavajecz-Human Resources Director, Kevin Johnson-Veterans Service Officer, Bob Anderson-Highway Commissioner, Craig Parks-Maintenance Supervisor, Ruth Hulstrom-Zoning Director, Sara Wartman-Health Director, Luke Kleczka-Jail Captain, Kim Mattson, Meagan Quaderer- Emergency Management Director, Gail Reha Meeting called to order at 4:00pm by Chairman Rondeau Motion Milanowski, Pocernich to approve minutes of the May 5, 2022 Personnel Committee meeting. Motion Carried (5-0) Public Comment: None received Staffing Modifications: a. Veteran Services and Emergency Management: Request to create two separate positions for the Veterans and Emergency Management offices rather than one individual providing office support to both offices. Kevin Johnson explained a proposal to split the position into two half-time positions. Johnson felt that he could secure ongoing grants to supplement the half-time position which could facilitate additional programs for veterans. Meagan Quaderer explained that a change be made to the Job Description for a half-time dedicated position in Emergency Management that could result in some funding from the state to support the position. The funding would require some mandatory specified training. The Veterans and Emergency Management Offices both support this recommendation for two separate half-time positions. Johnson reported that the existing staff member is supportive of this proposal and is aware there will be implications for benefits. Motion Pocernich, Milanowski to convert the current full-time combined position in the Veterans and Emergency Management Offices to two separate half-time positions effective January 1, 2023. Motion Carried. b. Full-Time Cook: Luke Kleczka reported that we have recently lost two part-time staff in the kitchen and we have been having extreme difficulty filling the positions. In addition, the elderly meal program was added to the kitchen duties. Due to the challenge of recruiting, a recommendation is made to offer a full-time position in an effort to recruit an applicant. Motion Pocernich, Milanowski to authorize the hiring of a full-time cook. Motion Carried (5-0) c. Temporary Full-Time CCO: Motion Pocernich, Milanowski to authorize the hire of an additional full-time CCO. Discussion on clarifying whether this would be a permanent full-time addition or whether it should be reassessed when an opening occurs. Intent is to add an permanent additional full-time CCO, which would be in lieu of one or two of the part-time positions. Motion Carried. (5-0) d. Permanent Nursing Supervisor: Abeles-Allison reviewed the current staffing levels in the Health Department and the current vacancies. A Temporary Nurse Supervisor position was created during the pandemic to assist with oversight of the nursing staff when additional staff were brought on during the pandemic response. The Health Director is otherwise responsible for supervision and evaluation of all other staff. Wartman explained that there are 4 nursing staff, plus temporary nursing staff. The Director is now supervising twelve permanent staff as well as oversight of 30 plus programs. She is requesting that the Nursing Supervisor position be made permanent. Motion Pocernich, Milanowski to continue the Nursing Supervisor position in the Health Department. Motion Carried (5-0) e. Maintenance Staff: Proposal to continue the elevated hours for the part-time cleaning staff at 35 per week for the balance of 2022 and convert to full-time effective January 1, 2023. Motion Pocernich, Milanowski to maintain the part-time cleaning staff at 35 per week for the balance of 2022 and convert to full-time effective January 1, 2023. Motion Carried. (5-0) Funeral Leave Policy: Policy was reviewed at the May meeting. Motion Pocernich, Milanowski to approve the amended Funeral Leave policy effective immediately. Motion Carried (5-0) Reports a) Flexible Benefits Administrator: A third party administrator is contracted to manage the flexible benefits program. There are some concerns with the existing service provider. A request is made to investigate changing benefit administrators and have this in place for Open Enrollment of 2023 benefits. A request for proposals would be developed and distributed. b) Telecommuting Focus Group: Initial meeting was held. Another meeting schedule where the group will begin to focus on specific details. c) Human Resources Report: Will be distributed to committee members. d) Personnel Financial Report as of May 31, 2022: Early in the year. Running under budget, due primarily to vacancies. Motion Pocernich, Milanowski to enter into 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 closed session minutes of April 7 and reclassification requests of the Highway Patrol Superintendent and Zoning Office Manager positions. Motion Carried (5-0) Entered Closed session at 5:12pm. Motion Pocernich, Milanowski to return to open session. Motion Carried (5-0) Returned to open session at 5:30pm Meeting adjourned at 5:30 pm. Minutes respectfully submitted by Kristine Kavajecz June 10, 2022 MEMORANDUM FR: Patrick Glynn, Director of Total Rewards Consulting RE: 2022-23 Salary Planning – Best Early Estimates [June 2022 Update] While we are still in the early stages of planning for 2023 salary increases, the reality is that many of our clients are required to make salary planning recommendations well in advance of most—if not all—2023 salary planning surveys/forecasts. Further, the more conservative approach taken by many organizations during the height of the pandemic (2020-2021) has given way to a frenetic labor market, resulting in wage competition not seen in recent memory. Because we are still early in the 2022-23 planning cycle, it is important to read the “economic tea leaves” through the lens of multiple sources. Therefore, a good portion of this memo is dedicated to a brief review of the data and news releases that are likely to factor into the salary planning discussions for many organizations. Overview/Summary/Recommendations  The ongoing labor market and/or economic pressures continue to place organizations in a tough position. Much is made about the cost of labor, or cost of living, but the reality is that employers are faced with the rising costs of everything. Employers continue to face challenges balancing the increased costs of doing business (e.g. goods, services, materials, overhead, etc.) along with the demand to increase labor costs (e.g. salary and benefits). Further, and unsurprisingly, it is clear that many private sector employers are shifting their wages much more quickly (and dramatically) than their public sector counterparts.  As existing employees demand higher salaries to remain with an organization, and new hire rates of pay are increasing sharply, organizations need to be mindful of unwanted salary compression. Further, as demand for pay transparency grows, organizations must be more sensitive to the imbalances caused/exacerbated as a result of these ever-changing labor dynamics.  Those organizations with formal salary systems would be well-advised to ensure that they are functioning as designed. For example organizations with a pay-for-performance system, should be clearly differentiating top performers from average performers, as well as funding the “merit pool” at a competitive level. Those organizations with a more traditional step-based system, should be cognizant of the need to adjust both the structure itself (external competitiveness) as well as individual employee step movement (internal competitiveness).  Our early recommendation for a 2023 structural increase, would be to plan for a range of 3.0% to 4.0%. This would be competitive while still being a measured approach to a rapidly evolving economy and chaotic labor market. However, this will likely need to be a starting point rather than an end. o Please note that: [1] organizations may still find it necessary to revise overall compensation strategies later in the year should the labor shortages, high-competition, and inflation persist; and [2] there may be a need to make larger adjustments to specific classifications in response to these fluid market conditions.  As it relates to the merit/other increase budget, presuming that merit increases are a part of the existing structure, we would recommend a range of an additional 1.0% to 3.0%. Now, more than ever, organizations may want to consider rewarding (with intent to retain) the performance of its high-performing/high-potential employees. Anecdotally, there have been several high-profile news reports of larger companies providing larger and more frequent bonuses than in the past. This is not to suggest that every organization must do this, but rather to illustrate the highly-competitive approaches being taken by some companies.  Organizations with step-based plans should budget for their expected step movement (often 1-3%), but may also wish to reserve additional funds to address salary matters relating to recruitment and retention of talent.  Organizations may also want to explore the possibility of smaller, but more frequent, increases in pay. Doing so may provide some advantages: mitigates the full annual impact of the raises than if they were all applied at the beginning of the year; psychologically keeps compensation front-and-center in employees’ minds as opposed to a once-a-year occurrence; potentially separates the merit/step increase process from the competitive cost-of-living or pay equity adjustments; and allows organizations to adapt and respond to evolving market conditions. Review of the Data/Literature In addition to the increased competitiveness in the marketplace, we are also experiencing a level of inflation not seen since the 1980’s. Both of these factors contribute to increased salaries, employer benefits costs, and the overall cost of labor.  Carlson Dettmann Consulting: Our team conducts an annual “Upper Midwest Salary Planning Survey”, which serves as a key planning resource for many of our clients. The 2021-2022 results indicated that organizations—on average—were planning for structural increases ranging from 2.2% to 2.8%. However, nearly 40% of respondents chose not to provide a projected structural increase for 2022, largely attributable to the economic uncertainty that clouded last year’s decision-making processes. This, combined with the knowledge that 69% of private sector employers (37% public sector) reported an increase in wages in response to market pressures, led us to re-sample the market relating to 2022 salary increases. This most recent iteration of the survey closed on April 4, 2022, and included 313 responses. This updated data tells a different story from the summer-2021 survey: Description (Non-Exempt Non-Union) 2022 (09/2021 Report) 2022 (04/2022 Report) Differences Public Sector (Structural Adjustment) 2.19% [2.37%] * 2.70% [2.95%] +0.51% [+0.58%] Public Sector (Salary Budget Adjustment) 2.53% [2.78%] 3.41% [3.46%] +0.88% [+0.68%] Private Sector (Structural Adjustment) 2.77% [3.01%] 3.46% [3.71%] +0.69% [+0.70%] Private Sector (Salary Budget Adjustment) 3.19% [3.34%] 4.02% [4.10%] +0.83% [+0.76%] * Values in [Brackets] indicate responses with zero-values omitted.  WorldatWork: “WorldatWork is the leading global nonprofit, 501(c)(3) organization for professionals who are engaged in the critically important practice of Total Rewards.” The organization, among other things, conducts an annual Salary Budget Survey. Much like our own firm’s prior survey results, WorldatWork conducted a supplemental survey—“Salary Budget Quick Poll”—to confirm whether organizations were increasing their previously planned salary budgets to address the competitive labor market and inflation. 1 o “WorldatWork’s [original] “2021-2022 Salary Budget Survey,” which was released in August, reported 3.3% average and 3.0% median for 2022 planned salary budget increases.” 1 WorldatWork, Workspan Daily, Previously Planned Salary Budgets Receiving a Bump for 2022, January 7, 2022, https://worldatwork.org/workspan/articles/previously-planned-salary-budgets-receiving-a-bump-for-2022 o “The poll, […] reported an average salary budget increase of 4% average and 5% median. Still, that’s about 1 percentage point shy of increases (5% average and 6% median) they say is necessary to maintain/attract needed talent.” o “More than half of respondents have increased their 2022 salary budgets in the past six months — 5% by more than 2X and 49% by up to 2X. Almost all report difficulty in attracting/retaining talent with 23% reporting it “very difficult” and 71% “somewhat difficult.”” o Further, a recent WorldatWork article states: “Rising pay is one of the primary causes of inflation. If the cost of labor is now increased, mainly as a result of employee movement and a talent shortage, then price points for a product will naturally increase so cost margins remain the same. This, combined with supply chain issues and shortages of raw materials have combined to create the current state of inflation.” 2  Bureau of Labor Statistics CPI: While there is not automatic link between employee pay and the CPI (CPI-U or CPI-W), many organizations’ salary planning discussions are strongly influenced by the movement in these indices. The Bureau of Labor Statistics, in The Economics Daily, stated: o “The all items index increased 8.6 percent for the 12 months ending May, the largest 12-month increase since the period ending December 1981. The all items less food and energy index rose 6.0 percent over the last 12 months. The energy index rose 34.6 percent over the last year, the largest 12-month increase since the period ending September 2005. The food index increased 10.1 percent for the 12-months ending May, the first increase of 10 percent or more since the period ending March 1981.” 3 o “Real average hourly earnings—that is, earnings that have been adjusted for changes in consumer prices—decreased 2.6 percent from April 2021 to April 2022. The change in real average hourly earnings combined with a 0.9-percent decrease in the average workweek resulted in a 3.4-percent decrease in real average weekly earnings over this period.” 4 o “Compensation costs for private industry workers in service occupations increased 7.8 percent from March 2021 to March 2022 after increasing 3.9 percent in the year ended March 2021. Over the same period, compensation costs for private industry workers in all industries and occupations increased 4.8 percent after increasing 2.8 percent for the year ended March 2021. Home health aides, waiters and waitress, childcare workers, and travel guides are a few examples of service occupations.” 5  Society for Human Resources Management (SHRM): SHRM is the self-proclaimed “voice of all things work, workers and the workplace”. With 300,000+ HR and business executive members in 165 countries, SHRM impacts the lives of more than 115 million workers and families globally. o “A survey of employers by compensation data and analytics firm Salary.com shows that most U.S. organizations (73 percent) are targeting a payroll budget increase of 4 percent or more this year, and a plurality of organizations (43 percent) are growing their salary merit-increase budgets by 5 percent or more.” 6 o “April also marks the 11th consecutive month that more than 4 million workers left their jobs. The wave of quitting signals workers feel comfortable enough amid record-high openings to switch jobs in pursuit of 2 WorldatWork, Workspan Daily, Cost of Labor, Not Living, Driving Wage Increases, April 1, 2022, https://worldatwork.org/workspan/articles/cost-of-labor-not-living-driving-wage-increases 3 Bureau of Labor Statistics, U.S. Department of Labor, News Release: Consumer Price Index – May 2022 at https://www.bls.gov/news.release/pdf/cpi.pdf 4 Bureau of Labor Statistics, U.S. Department of Labor, The Economics Daily, Real average hourly earnings decreased 2.6 percent from April 2021 to April 2022 at https://www.bls.gov/opub/ted/2022/real-average-hourly-earnings-decreased-2-6-percent-from-april-2021-to- april-2022.htm 5 Bureau of Labor Statistics, U.S. Department of Labor, The Economics Daily, Compensation costs for service workers increased 7.8 percent from March 2021 to March 2022 at https://www.bls.gov/opub/ted/2022/compensation-costs-for-service-workers-increased-7-8- percent-from-march-2021-to-march-2022.htm 6 SHRM, “Salary Budget Growth of 5% Most Common Increase in New Survey” (June 2022), https://www.shrm.org/ResourcesAndTools/hr-topics/compensation/Pages/salary-budget-growth-of-5-percent-most-common-increase-in- new-survey.aspx better pay or working conditions. Employers have responded to the exodus by raising wages as they compete to attract talent, and that higher pay is luring workers away from their current jobs, experts said.” 7  PayScale: An industry leader for compensation software, data, and research, PayScale publishes an annual Compensation Best Practices Report. The 2022 edition contains (among other things) the following insights: 8 o “Going into 2022, significantly more organizations (92 percent) are looking to give pay increases than in 2021 (85 percent), which was “back to normal” after 2020 when only 64 percent of organizations gave base pay increases.” o “We compared pay increase trends from our Compensation Best Practices Reports going back to 2016 and found that 44 percent of organizations are planning to give pay increases over three percent in 2022 — that’s 13 percent higher than the average that gave over 3 percent in the last six years.” o “Mid-year in 2021, research from PayScale on budget planning for pay increases revealed that going into 2022, businesses projected to expand salary increases to an average of 3.3 percent. In 2021, organizations gave base pay increases of 3 percent on average, a small jump from the average increase of 2.6 percent in 2020 (when budgets were deflated) and a return to the trend since the last recession. By the end of the year, organizations were already increasing their estimates for planned pay increases in 2022. In our survey, which is fielded between November and January, 29 percent of organizations said they have adjusted their 2022 pay increase budget beyond what they previously planned.” o “Concern about rising inflation eroding the value of pay increases partially explains the significant bump in the average planned pay increase for 2022, though raises may not be high enough. The Bureau of Labor Statistics (BLS) reported that inflation rose 7 percent year over year in December 2021. Inflation is tied to supply chain shortages impacted by the pandemic and might be temporary, but this is also the largest 12-month increase in consumer prices since the period ending June 1982 — a 40 year high. This means that workers need more money simply to maintain their lives. When we asked, 85 percent of organizations expressed concern that inflation would erode the value of pay increases.” o “Lack of sufficient pay increases has been suggested as one of the reasons why organizations are struggling to attract and retain talent in the current economic climate. When we asked, 44 percent of organizations confessed that pay is a leading reason for why they are losing talent and another 14 percent were unsure.”  ADP Research Institute: “The mission of the ADP Research Institute is to generate data-driven discoveries about the world of work and derive reliable economic indicators from these insights.” The Q4 2021 ADP “Workforce Vitality Report” states the following: 9 o “[…] In December, wages were 4.4% higher than a year ago, bringing the fourth quarter average to 4.3%, up from a 3.2% average in the third quarter. Individual-level wage growth measures provide a more precise view of how the pandemic and a tight labor market are impacting wages. Job holder wage growth surged to 5.9% in December, an all-time high. Wage growth among job switchers has been the biggest beneficiary of current labor market conditions as firms are struggling to find available workers. o Job switcher wage growth averaged 7.5% in the fourth quarter, up from 4.7% at the beginning of 2021. […]” 7 SHRM, “Job Openings, Quits Hold Near Record Highs” (June 2022), https://www.shrm.org/ResourcesAndTools/hr-topics/talent- acquisition/Pages/JOLTS-Quits-Rate-Great-Resignation-Turnover-April-2022.aspx 8 Payscale, “2022 Compensation Best Practices Report: Refocusing Compensation’s Role in the Great Reevaluation” (January 2022) https://www.payscale.com/research-and-insights/cbpr/ 9 https://workforcereport.adp.com/ The charts on the following two pages are meant to illustrate some of the key indicators employers and economists use to track wage and price growth: Employment Cost Index, Consumer Price Index, Atlanta Fed's Wage Growth Tracker, and Real Earnings Summary. While there is not a single magical number for employers to use with complete confidence to plan their salary expenditures, the data contained herein should serve as a useful guide for organizations to use—and reflect upon— in their early planning for 2023 salary increases (and 2022 midyear adjustments). The Employment Cost Index is a BLS survey of employer payrolls conducted that measures the change in total employee compensation each quarter. It is used by a wide variety of stakeholders—economists, investors, employers—to track the state of the economy or set payscales for their employees. [Investopedia.com] The Consumer Price Index For All Urban Consumers (CPI-U) measures the changes in the price of a basket of goods and services purchased by urban consumers. The urban consumer population is deemed by many as a better representative measure of the general public because most of the U.S. population—approximately 93% according to the U.S. Bureau of Labor Statistics—lives in highly populated areas. [Investopedia.com] The Atlanta Fed's Wage Growth Tracker is a measure of the nominal wage growth of individuals. It is constructed using microdata from the Current Population Survey (CPS), and is the median percent change in the hourly wage of individuals observed 12 months apart. [Atlanta Fed] Real income is how much money an individual or entity makes after accounting for inflation and is sometimes called real wage when referring to an individual's income. Individuals often closely track their nominal vs. real income to have the best understanding of their purchasing power. [Investopedia.com] 3.11 Unpaid Leaves of Absence Unpaid leaves of absence up to 2 weeks per calendar year may be allowed subject to approval by the Department Head and with notification to the County Administrator. Leaves exceeding 2 weeks must be approved by the County Administrator. Unpaid leaves shall not be approved until or unless all applicable paid benefit time has been exhausted. Any employee desiring a leave of absence shall submit a written request for the leave to the Department Head and/or the County Administrator as applicable. Employees shall not engage in gainful employment during a leave of absence unless specifically authorized by the employer. The employee shall make suitable arrangements for the continuation of health and other insurances before the leave may be approved. During the leave of absence, employees shall not be entitled to accrue paid leave time including vacation, sick leave or holidays. Granting of leave of absences shall be allowed only in cases where extenuating circumstances, such as emergencies or unusual conditions exist for which the employee does not have other accrued benefits available which could be used. Human Resources Report / Kris Kavajecz As of May 31, 2022 ACTIVITY YEAR-TO-DATE Retirements 0 3 Worker’s Comp Claims 5 15 Resignations 4 17 Terminations 0 0 Other 0 1 HIRES YEAR-TO-DATE Full-Time 3 19 Part-Time 2 10 Temporary/Seasonal 4 19 Interviews 10 100 Exit Interviews 3 15 Details: Retirement: None Resignations: Ursula Garrison (PT Fair Coordinator) Bev Lowery (PT Meal Site Facilitator) Becki Nelles (FT Nurse) Ashley Smith (PT Nurse) Other: None Hires: Savannah Yunkers, Seasonal Land Conservation Assistant Luke Harnisch, FT Deputy Sheriff Ruth Oppedahl, PT Meal Deliver Driver Hawken Benson, Seasonal Highway Assistant Vanessa Sowl, CCS Service Facilitator Isabel Ford, Economic Support Specialist Natalie Oelke, Beach Water Intern Luke Slekar, Seasonal Land Conservation Assistant Currently recruiting for: • Deputy Sheriff • Jailers • Economic Support Specialist • PT Cook • PT CCO • Behavioral Health Case Manager • Child Protective Services Social Worker/Case Manager • Human Services Clerk Other Activities: • Participated in a job fair at the Bayfield School. • Participated in a Regional Human Resources video conference. • Attended the Wisconsin Association of County Personnel Directors (WACPD) Conference. • Facilitated the first Telecommuting Focus Group meeting. • Participated in a Von Briessen Breakfast briefing. • Department Head Meeting Human Resources Report / Kris Kavajecz As of June 30, 2022 ACTIVITY YEAR-TO-DATE Retirements 1 4 Worker’s Comp Claims 3 18 Resignations 3 20 Terminations 0 0 Other 0 1 HIRES YEAR-TO-DATE Full-Time 1 20 Part-Time 2 12 Temporary/Seasonal 6 25 Interviews 18 118 Exit Interviews 1 16 Details: Retirement: Dick Weidinger, Highway Department Patrolman, Resignations: Kari Majetich, PT Sheriff’s Office Clerk Loretta Grupstra, PT Cook Ashley Bayliss, PT Human Services Clerk Other: None Hires: David Eades, Fair Coordinator Leila Vaillancourt, FT Cook Renee Maki, PT Jailer Zavier Clark, Seasonal Land Conservation Assistant Jonathan Kubik, Seasonal Highway Assistant Nolan Melek, Seasonal Highway Assistant Lucey Sonday, Seasonal Highway Assistant Nolan Welch, Seasonal Highway Assistant Cole Traaholt, Seasonal Highway Assistant Currently recruiting for: • Deputy Sheriff • Jailers • Economic Support Specialist • PT Cook • PT CCO • Behavioral Health Case Manager • Child Protective Services Social Worker/Case Manager • Human Services Clerk Other Activities: • Met with representatives of West Bend Mutual Insurance Risk Management representatives to review recent workers compensation claims. • Attended the annual Employee Picnic. • Participated in an ETF webinar for Local Employers. • Facilitated two Telecommuting Focus Group meetings. 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 +++404.54 Department 01 - County Board 49,519.00 .00 49,519.00 7,398.88 .00 21,116.08 28,402.92 43 20,575.36 Department 02 - Clerk of Courts 346,277.00 .00 346,277.00 27,630.52 .00 130,244.26 216,032.74 38 134,392.25 Department 04 - Criminal Justice 155,472.00 .00 155,472.00 15,036.23 .00 62,051.55 93,420.45 40 54,648.71 Department 06 - Coroner 15,031.00 .00 15,031.00 538.07 .00 5,058.71 9,972.29 34 3,902.32 Department 07 - Administrator 291,164.00 .00 291,164.00 24,009.10 .00 110,677.58 180,486.42 38 111,411.89 Department 08 - District Attorney 167,641.00 .00 167,641.00 13,474.45 .00 63,871.47 103,769.53 38 65,486.56 Department 09 - Child Support 218,283.00 .00 218,283.00 17,089.49 .00 75,498.68 142,784.32 35 73,799.20 Department 10 - County Clerk 355,205.00 .00 355,205.00 28,489.57 .00 135,717.59 219,487.41 38 137,394.76 Department 12 - Treasurer 155,144.00 .00 155,144.00 10,945.85 .00 47,116.06 108,027.94 30 61,819.10 Department 13 - Land Records 406,031.00 .00 406,031.00 31,414.91 .00 147,767.43 258,263.57 36 155,047.46 Department 14 - Court House 269,642.00 .00 269,642.00 20,470.67 .00 102,370.83 167,271.17 38 96,349.26 Department 15 - Register of Deeds 159,208.00 .00 159,208.00 12,582.53 .00 61,163.99 98,044.01 38 58,367.84 Department 17 - Sheriff 3,868,112.00 .00 3,868,112.00 282,843.38 .00 1,289,700.36 2,578,411.64 33 1,400,999.77 Department 18 - Emergency Management 107,323.00 .00 107,323.00 9,134.21 .00 41,646.38 65,676.62 39 64,992.66 Department 19 - Veteran's Services 107,498.00 .00 107,498.00 8,437.44 .00 38,352.02 69,145.98 36 34,870.83 Department 20 - Health 780,246.00 .00 780,246.00 71,710.43 .00 313,442.34 466,803.66 40 249,812.20 Department 22 - Fair .00 .00 .00 .00 .00 .00 .00 +++.00 Department 23 - Tourism 197,877.00 .00 197,877.00 14,561.73 .00 59,116.83 138,760.17 30 56,519.99 Department 25 - UW Extension 95,121.00 .00 95,121.00 6,899.17 .00 31,739.93 63,381.07 33 33,620.00 Department 26 - Zoning 379,748.00 .00 379,748.00 38,324.94 .00 141,366.63 238,381.37 37 146,094.70 Department 28 - Land Conservation 267,185.00 .00 267,185.00 26,037.17 .00 114,655.37 152,529.63 43 94,123.11 Department 29 - Land Use Planning .00 .00 .00 .00 .00 .00 .00 +++.00 Department 31 - Information Services 310,296.00 .00 310,296.00 25,040.18 .00 116,711.62 193,584.38 38 116,397.77 Department 34 - Forestry 1,000,277.00 .00 1,000,277.00 78,328.27 .00 348,474.83 651,802.17 35 340,872.92 EXPENSE TOTALS $9,702,300.00 $0.00 $9,702,300.00 $770,397.19 $0.00 $3,457,860.54 $6,244,439.46 36%$3,511,903.20 Fund 100 - General Totals EXPENSE TOTALS 9,702,300.00 .00 9,702,300.00 770,397.19 .00 3,457,860.54 6,244,439.46 36%3,511,903.20 Fund 100 - General Totals ($9,702,300.00)$0.00 ($9,702,300.00)($770,397.19)$0.00 ($3,457,860.54)($6,244,439.46)($3,511,903.20) Fund 235 - Human Services EXPENSE Department 00 - General Fund .00 .00 .00 .00 .00 .00 .00 +++648.90 Department 47 - Comprehensive Community Support 219,012.00 .00 219,012.00 16,326.48 .00 84,603.46 134,408.54 39 91,842.34 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 47,417.46 .00 205,885.39 376,033.61 35 253,231.89 Department 53 - Family Services 1,530,919.00 .00 1,530,919.00 44,901.17 .00 206,550.10 1,324,368.90 13 215,495.31 Department 54 - Economic Support 395,440.00 .00 395,440.00 25,649.88 .00 120,071.76 275,368.24 30 156,017.13 Run by Paige Terry on 06/30/2022 08:25:14 AM Page 1 of 2 Personnel Financial Through May 31, 2022 Through 05/31/22 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 21,869.50 .00 109,643.36 42,239.64 72 124,473.40 Department 56 - GWAAR 277,326.00 .00 277,326.00 19,027.07 .00 85,150.60 192,175.40 31 97,305.76 Department 58 - ADRC-Bayfield Co 114,659.00 .00 114,659.00 9,529.36 .00 38,190.93 76,468.07 33 39,088.33 Department 59 - ADRC-North 115,346.00 .00 115,346.00 9,490.61 .00 44,167.47 71,178.53 38 45,344.27 EXPENSE TOTALS $3,392,025.00 $0.00 $3,392,025.00 $194,211.53 $0.00 $894,263.07 $2,497,761.93 26%$1,023,447.33 Fund 235 - Human Services Totals EXPENSE TOTALS 3,392,025.00 .00 3,392,025.00 194,211.53 .00 894,263.07 2,497,761.93 26%1,023,447.33 Fund 235 - Human Services Totals ($3,392,025.00)$0.00 ($3,392,025.00)($194,211.53)$0.00 ($894,263.07)($2,497,761.93)($1,023,447.33) Fund 276 - American Rescue Plan 2021 Grant EXPENSE Department 20 - Health 53,645.00 (41,000.00)12,645.00 .00 .00 2,671.87 9,973.13 21 .00 Department 56 - GWAAR 90,000.00 .00 90,000.00 4,654.00 .00 21,735.05 68,264.95 24 .00 EXPENSE TOTALS $143,645.00 ($41,000.00)$102,645.00 $4,654.00 $0.00 $24,406.92 $78,238.08 24%$0.00 Fund 276 - American Rescue Plan 2021 Grant Totals EXPENSE TOTALS 143,645.00 (41,000.00)102,645.00 4,654.00 .00 24,406.92 78,238.08 24%.00 Fund 276 - American Rescue Plan 2021 Grant Totals ($143,645.00)$41,000.00 ($102,645.00)($4,654.00)$0.00 ($24,406.92)($78,238.08)$0.00 Fund 710 - Highway EXPENSE Department 71 - Highway Dept 2,312,561.00 .00 2,312,561.00 155,209.94 .00 936,663.66 1,375,897.34 41 896,918.29 EXPENSE TOTALS $2,312,561.00 $0.00 $2,312,561.00 $155,209.94 $0.00 $936,663.66 $1,375,897.34 41%$896,918.29 Fund 710 - Highway Totals EXPENSE TOTALS 2,312,561.00 .00 2,312,561.00 155,209.94 .00 936,663.66 1,375,897.34 41%896,918.29 Fund 710 - Highway Totals ($2,312,561.00)$0.00 ($2,312,561.00)($155,209.94)$0.00 ($936,663.66)($1,375,897.34)($896,918.29) Grand Totals EXPENSE TOTALS 15,550,531.00 (41,000.00)15,509,531.00 1,124,472.66 .00 5,313,194.19 10,196,336.81 34%5,432,268.82 Grand Totals ($15,550,531.00)$41,000.00 ($15,509,531.00)($1,124,472.66)$0.00 ($5,313,194.19)($10,196,336.81)($5,432,268.82) Run by Paige Terry on 06/30/2022 08:25:14 AM Page 2 of 2 Personnel Financial Through May 31, 2022 Through 05/31/22 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 100 - General EXPENSE Department 00 - General Fund .00 .00 .00 .00 .00 .00 .00 +++404.54 Department 01 - County Board 49,519.00 .00 49,519.00 4,115.59 .00 25,231.67 24,287.33 51 23,893.88 Department 02 - Clerk of Courts 346,277.00 .00 346,277.00 27,469.12 .00 157,713.38 188,563.62 46 161,925.10 Department 04 - Criminal Justice 155,472.00 .00 155,472.00 12,721.82 .00 74,773.37 80,698.63 48 64,792.51 Department 06 - Coroner 15,031.00 .00 15,031.00 538.08 .00 5,596.79 9,434.21 37 4,429.81 Department 07 - Administrator 291,164.00 .00 291,164.00 23,686.24 .00 134,363.82 156,800.18 46 134,431.06 Department 08 - District Attorney 167,641.00 .00 167,641.00 14,080.11 .00 77,951.58 89,689.42 46 78,492.47 Department 09 - Child Support 218,283.00 .00 218,283.00 16,929.92 .00 92,428.60 125,854.40 42 89,071.46 Department 10 - County Clerk 355,205.00 .00 355,205.00 28,190.48 .00 163,908.07 191,296.93 46 165,500.59 Department 12 - Treasurer 155,144.00 .00 155,144.00 10,784.66 .00 57,900.72 97,243.28 37 74,123.91 Department 13 - Land Records 406,031.00 .00 406,031.00 31,415.59 .00 179,183.02 226,847.98 44 189,720.27 Department 14 - Court House 269,642.00 .00 269,642.00 20,310.39 .00 122,681.22 146,960.78 45 116,311.66 Department 15 - Register of Deeds 159,208.00 .00 159,208.00 12,583.21 .00 73,747.20 85,460.80 46 68,255.00 Department 17 - Sheriff 3,868,112.00 .00 3,868,112.00 280,339.53 .00 1,570,039.89 2,298,072.11 41 1,680,830.22 Department 18 - Emergency Management 107,323.00 .00 107,323.00 9,134.53 .00 50,780.91 56,542.09 47 73,493.32 Department 19 - Veteran's Services 107,498.00 .00 107,498.00 8,438.95 .00 46,790.97 60,707.03 44 41,008.30 Department 20 - Health 780,246.00 .00 780,246.00 64,128.78 .00 377,571.12 402,674.88 48 310,560.41 Department 22 - Fair .00 .00 .00 .00 .00 .00 .00 +++.00 Department 23 - Tourism 197,877.00 .00 197,877.00 14,984.62 .00 74,101.45 123,775.55 37 70,814.18 Department 25 - UW Extension 95,121.00 .00 95,121.00 7,503.89 .00 39,243.82 55,877.18 41 41,421.92 Department 26 - Zoning 379,748.00 .00 379,748.00 35,679.65 .00 177,046.28 202,701.72 47 176,691.11 Department 28 - Land Conservation 267,185.00 .00 267,185.00 31,996.09 .00 146,651.46 120,533.54 55 121,314.76 Department 29 - Land Use Planning .00 .00 .00 .00 .00 .00 .00 +++.00 Department 31 - Information Services 310,296.00 .00 310,296.00 25,041.20 .00 141,752.82 168,543.18 46 140,486.93 Department 34 - Forestry 1,000,277.00 .00 1,000,277.00 79,796.71 .00 428,271.54 572,005.46 43 414,208.07 EXPENSE TOTALS $9,702,300.00 $0.00 $9,702,300.00 $759,869.16 $0.00 $4,217,729.70 $5,484,570.30 43%$4,242,181.48 Fund 100 - General Totals EXPENSE TOTALS 9,702,300.00 .00 9,702,300.00 759,869.16 .00 4,217,729.70 5,484,570.30 43%4,242,181.48 Fund 100 - General Totals ($9,702,300.00)$0.00 ($9,702,300.00)($759,869.16)$0.00 ($4,217,729.70)($5,484,570.30)($4,242,181.48) Fund 235 - Human Services EXPENSE Department 00 - General Fund .00 .00 .00 297.35 .00 297.35 (297.35)+++975.56 Department 47 - Comprehensive Community Support 219,012.00 .00 219,012.00 22,232.74 .00 106,836.20 112,175.80 49 109,747.03 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 46,072.75 .00 251,958.14 329,960.86 43 298,915.05 Department 53 - Family Services 1,530,919.00 .00 1,530,919.00 40,954.52 .00 247,504.62 1,283,414.38 16 260,892.17 Department 54 - Economic Support 395,440.00 .00 395,440.00 27,893.22 .00 147,964.98 247,475.02 37 186,920.76 Run by Paige Terry on 06/29/2022 02:59:24 PM Page 1 of 2 Personnel Financial Through June 30, 2022 Through 06/30/22 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 20,632.48 .00 130,275.84 21,607.16 86 144,974.46 Department 56 - GWAAR 277,326.00 .00 277,326.00 21,066.89 .00 106,217.49 171,108.51 38 118,843.25 Department 58 - ADRC-Bayfield Co 114,659.00 .00 114,659.00 9,548.01 .00 47,738.94 66,920.06 42 48,488.36 Department 59 - ADRC-North 115,346.00 .00 115,346.00 8,882.83 .00 53,050.30 62,295.70 46 54,634.63 EXPENSE TOTALS $3,392,025.00 $0.00 $3,392,025.00 $197,580.79 $0.00 $1,091,843.86 $2,300,181.14 32%$1,224,391.27 Fund 235 - Human Services Totals EXPENSE TOTALS 3,392,025.00 .00 3,392,025.00 197,580.79 .00 1,091,843.86 2,300,181.14 32%1,224,391.27 Fund 235 - Human Services Totals ($3,392,025.00)$0.00 ($3,392,025.00)($197,580.79)$0.00 ($1,091,843.86)($2,300,181.14)($1,224,391.27) Fund 276 - American Rescue Plan 2021 Grant EXPENSE Department 20 - Health 53,645.00 (41,000.00)12,645.00 .00 .00 2,671.87 9,973.13 21 .00 Department 56 - GWAAR 90,000.00 .00 90,000.00 4,654.01 .00 26,389.06 63,610.94 29 .00 EXPENSE TOTALS $143,645.00 ($41,000.00)$102,645.00 $4,654.01 $0.00 $29,060.93 $73,584.07 28%$0.00 Fund 276 - American Rescue Plan 2021 Grant Totals EXPENSE TOTALS 143,645.00 (41,000.00)102,645.00 4,654.01 .00 29,060.93 73,584.07 28%.00 Fund 276 - American Rescue Plan 2021 Grant Totals ($143,645.00)$41,000.00 ($102,645.00)($4,654.01)$0.00 ($29,060.93)($73,584.07)$0.00 Fund 710 - Highway EXPENSE Department 71 - Highway Dept 2,312,561.00 .00 2,312,561.00 163,345.46 .00 1,100,009.12 1,212,551.88 48 1,047,225.62 EXPENSE TOTALS $2,312,561.00 $0.00 $2,312,561.00 $163,345.46 $0.00 $1,100,009.12 $1,212,551.88 48%$1,047,225.62 Fund 710 - Highway Totals EXPENSE TOTALS 2,312,561.00 .00 2,312,561.00 163,345.46 .00 1,100,009.12 1,212,551.88 48%1,047,225.62 Fund 710 - Highway Totals ($2,312,561.00)$0.00 ($2,312,561.00)($163,345.46)$0.00 ($1,100,009.12)($1,212,551.88)($1,047,225.62) Grand Totals EXPENSE TOTALS 15,550,531.00 (41,000.00)15,509,531.00 1,125,449.42 .00 6,438,643.61 9,070,887.39 42%6,513,798.37 Grand Totals ($15,550,531.00)$41,000.00 ($15,509,531.00)($1,125,449.42)$0.00 ($6,438,643.61)($9,070,887.39)($6,513,798.37) Run by Paige Terry on 06/29/2022 02:59:24 PM Page 2 of 2 Personnel Financial Through June 30, 2022 Through 06/30/22 Prior Fiscal Year Activity Included Summary Listing BAYFIELD COUNTY ACTUAL AND PROPOSED STAFFING CHANGES 2022-2023 2022 Staffing Additions: Full-Time Assistant Zoning Administrator Full-Time Deputy Sheriff Full-Time Jailer Full-Time Recreation Specialist Full-Time CCS Service Facilitator Full-Time Youth Support and Services Coordinator Full-Time Economic Support Specialist Full-Time Aging Services Coordinator (ARPA funds) Full-Time Aquatic Invasive Species Technician (was formerly contracted employee) Part-Time Addressing Specialist Two Part-Time Meal Delivery Drivers Approximately 10.2 full time equivalents (fte) 2023 Requests: FULL TIME POSITIONS: 2 fte Information Technology Department: The IT Department is requesting an additional Full-Time Network Administrator. Health: Full-Time Public Health Nurse, primarily responsible for the Reproductive Health Program. PART TIME POSITIONS: 1.5 fte Highway Department: The Highway Department is requesting three (3) part-time Patrol positions that could be used as additional staff for special projects, assisting other departments such as Forestry, and to fill-in when regular staff are unable to work, such as injuries, illnesses, or vacations. The county has utilized up to seven (7) summer seasonal staff, but has not employed permanent, year-round part-time staff. EXISTING STAFF HOURS CHANGES: District Attorney Office: .5 fte Clerk increase from half-time to full-time (1950 hours) for 2023. This position was temporarily approved for an increase in hours in 2022 from half -time to 75% time. Maintenance Cleaning Person: .5 fte. Cleaning Person was originally hired for half-time. She has been working 87% time (35 hours per week) since the beginning of the pandemic. The proposal is to make this a permanent full-time position at 40 hours per week. Emergency Management: .06 fte: The Support staff position was previously a full-time position combined with the Veteran’s Service Office. This position is proposed to be separated from the Veteran’s Service office and is proposed to be budgeted at 20 hours per week. Veteran’s Service Office: .25 fte. The Support staff position was previously a full-time position combined with the Emergency Management Office. This position is proposed to be separated from the Emergency Management office and is proposed to be budgeted at 75% time or approximately 28.125 hours per week. This would be an increase of 487.5 hours per year. At 75%, the position would be eligible for all benefits. Sheriff: .5fte. Increase the current half-time clerk to full-time status due to workload. INTERNS Zoning: The Planning and Zoning Office is requesting a seasonal Intern to assist with seasonal work-load during the busy summer months.