 Okay, you even when you can't hear us All right, just kind of like my kids So Chuck was there a favorable approval of the minutes Yes, everybody voted yes. All right, very good. All right 3.1 is a petition for rid of sir Shari and the matter of Chad Shelton versus LHPS Chuck. Do you want to take that? Yeah, this was on the agenda last time it was held because it wasn't ready to be on the agenda and it's still not It I don't know whether it's just gonna keep being on the agenda But we'll we'll let the people doing the finance minutes know when we think it should be on so just hold it All right, can we have a motion to hold motion to hold most? Second All right on favor state I Hi, hi Hi Any opposed chair votes I I should have asked did anyone have any questions? All right Item 3.2 is a resolution supporting a strong state and local partnership regarding shared revenue funds for critical services It looks like mayor van der steen is at the podium. Go ahead Thank you very much madam chair the shared revenue program is one of the largest state programs in terms of total funding It's declined significantly relative to the rest of the state budget over the last 20 years Over this time there's been a 12% drop and then the amount of funds that support Cities towns and villages the current annual payments are based on what's what the community received in 2013 For over a hundred years the shared revenue program has been a key out component of Wisconsin's system of state and local finance And it's important Part of the state's effort to keep property tax growth under control more over. It's equitable Inefficient way to help fund police fire Streets and other critical local services yet the funding for this program is steadily reduced over the last 20 years The state cannot profess a commitment to holding down property taxes to continue to decrease and or hold flat shared revenue It's critical that this program be maintained in the program funding key paced with the rising cost of providing police fire Ambulance street maintenance elections and other vital important municipal services In 2021 the shared revenue payment from the state of Wisconsin to Sheboygan was ten million five hundred and sixty two thousand two hundred and forty dollars Together with the league we're looking to convince the state legislature to increase payments to cities by at least two and a half percent If we're successful with this and achieve a two and a half percent increase in shared revenue Sheboygan's 22 2022 payment could be increased by two hundred and sixty four thousand Fifty six dollars. So I hope this resolution is a small part of that effort But I hope you'll pass this we'll send it on to the state along with Resolutions coming in for many other cities to try to persuade our legislators to pass Such an increase in shared revenue. Thank you. Very good Just to have the matter on the table. Is there a motion to approve the resolution? so moved And is there a second second? All right discussion questions All right. Well, let me just say to my astonishment First of all, I do appreciate the resolution mayor van der steen to my astonishment Our legislative leaders have indicated that they just don't know how they're going to use the money That is going to come to the state in light of all of the hardships that we have suffered in the COVID pandemic May I suggest to them that a small restoration of our shared revenue might be a good place? We talk about a rainy day fund a Rainy day fund is good if your house is in order if your house is falling down If the windows aren't sound if the doors are falling off that the siding is no good You may have saved a lot of money, but you haven't saved the things that mean the most so I am all in favor of this resolution and I am just hoping that there is enough of a municipal response that we can finally get our legislators Attention here now you can tell I'm a little charged up about this, but I read these things and I I Get upset so Just to to emphasize the city is an extremely good steward of the taxpayer funds that we get It is unfortunate that our property taxes must be so high because our state revenues have not kept pace So in that respect, I am going to be voting for this resolution I'll now get off my soapbox But is there anyone else who would care to make a comment? Hearing none all in favor state I I Any opposed chair votes I Very good. Let's move on to 3.3 Which is a resolution authorizing a budget adjustment and appropriation in the 2021 budget Regarding the senior activity center who would like to take that All right, this seems to be essentially a budget adjustment. Is that true Todd? Would that be a good way of describing it? Yes, madam chair that it's just a budget adjustment with the new senior center Coming on coming online. We're just again Moving moving the funds around that we've talked about in the past All right, are there any other questions or concerns? I had a question madam chair go ahead Jim. Thank you When I read this over Todd I noticed I the question I have is are those two accounts where we're taking the money out of When they be closed out completely or are we going to leave a few hundred bucks in there just to keep them open? Jim the I don't I don't foresee that the funds will actually be closed mainly because right now what we're doing is we're Taking those funds from because of the old senior center being closed and we're transferring those funds to help pay for some Some audits that are being done on the new senior center So knowing that those funds were just going to sit there for the old senior center and not be used We're just using that those funds to pay for Items that are needed at the new senior center in the future those funds will be for the new senior center versus the old senior center potentially So you'll be putting something into janitorial then for the 22 budget and the other one I I don't have it in front of me because of my chrome. That is correct We'll have to we will have to have janitorial in the new facility and we'll be reviewing how that how that facility will be will be handled as well as through DPW but I do foresee that we're going to have Similar funds for the new senior center as we proceed to close the old senior center So this will bet this will if we pass this this will zero out those accounts for the time being that is correct. Okay Any other questions? Hearing none could I have a motion to recommend that we receive and adopt the resolution? So moved I didn't There's been a motion and second is there any other discussion? Hearing none all in favor state I I Any opposed chair votes I very good Let's move on to 3.4 Which is a resolution authorizing the appropriate city officials to enter into a professional services agreement with Carlson Deppman consulting for an assessment of the city's current classification and compensation of its employees Todd I assume you'll take this yes, I will thank you Patrick Do you want to just come up to the microphone because I expect folks may have Questions or Very good go ahead Thank You Mary Lynn Just to help kind of guide the the committee on the presentation Patrick Glenn has brought from Carlson Deppman consulting he he has presented us with a 38 page or Slide overview and I feel that I'm going to give you the the The slim down Overview this this program has come to the city council in the past in the years past So this isn't something that's new it is something that I've been Discussing with the council for going on 10 months now So what we're looking to do is that we are looking to actually do a study on approximately 140 Different job descriptions within the city And as you know, we want we want the city to be an employer of choice We want to have gold standards and operations which you've heard me talk about many many times So what the what the Carlson Deppman program that we're presenting to you is going to accomplish is We're going to be looking at our strategy our expertise our independence our access to data We're going to be unbiased We're going to be looking at metrics and we're going to be looking at the comprehensive balancing of internal and external pressures That our employees go through so they're going to be Carlson Deppman's going to be looking at the the actual Operations and the job descriptions that our employees do day in and day out By reviewing what they do with them with some tools that Carlson Deppman has in their arsenal so they'll be doing a job evaluation and That'll include compensation and Compensateables so they'll be looking at the challenges the problem-solving the decision-making that these positions have they'll be looking at the Communication that they have the work environment all of the principles that That encompass their job description that they perform day in and day out and how they interact within the different departments Having that information they're going to basically look at it from a market data local regional You know national they're going to be looking at the comparables in the marketplace and the Competitiveness in the marketplace so they'll be looking at the market objectives and How that how we how we equal out in there? They'll be looking at the relationship between the pay and the performance One of the things that you've heard me say is people fill positions Positions are not made for people and what I mean by that is over time Job descriptions are adjusted when times are good and I've seen it in the private sector And I'm and I'm seeing it in the in the municipal sector So we want to balance that what's the what's the performance? What are the what's the job and what's the value to the city as far as the cost benefit model? so Carlson Deppman is going to be taking all of that information putting together An appropriate job description for the position and we know that there's going to be positions that we may be able to Consolidate and then they're going to do a market study to say where is the city is the position on the high end the low end Are we are we perfect with how we're compensating and it's not just hourly But it's also looking at our other compensation pieces and how how we how we're looking as a community in general And we have to remember that the municipal market is a very tight market as we're finding out So we obviously need to make sure that we're competitive with our other Businesses that we compete against day in and day out again. We want the right people in the right place So I'm asking for your support in this This is going to help us to have a baseline for years to come So that we can build on this and make sure that our employees are getting the best competitive job career for what for what Capabilities and performance is that we are expecting in those positions Are please let me know if there's any additional questions All right to get the show rolling could we have a motion to Approve the resolution to engage with professional service agreement With Carlson Depp and consulting the moved and Is there a second second? All right very good questions comments I have a question, please go ahead And Todd can probably answer this in addition to Carlson Depp man. How many other firms were Investigated and or Do we have prior experience with Carlson Depp man? Roberta we did look at two other organizations Carlson Depp man has has done work for the city in the past We we felt that they were the best fit for the for the details and the the scope of work that they had presented to us I as I had stated earlier they've actually Presented this this program to the city years ago, and we just didn't move forward on it So again, this is something that I feel Vicki, and I both feel very confident in that they will do a very detailed Project and scope for us for the for the cost and value that we we are expecting And secondly what kind of time frame are they giving us for final report? I Can touch on that I our goal With any of these it's usually anywhere between a four and six month process And usually those those final couple of months are sifting out details as opposed to collecting major information So our primary goal is to make certain that you have a reliable number to plug into your budget when it comes time to Make those decisions so as a September rolls around Having a placeholder and hopefully as the month of September unfolds having much more detailed Allocations for departments and things of that nature My goal Roberta is that we have this all buttoned up by the end of them by the end of the year Which is an aggressive schedule knowing that we've got a hundred and forty Job descriptions that we need to look at again. We're hoping to have information so that we can move into 2022 a little bit more with more clarity Will will Individual people be interviewed about what they actually do day-to-day on their job Yes, the actual Carlson Depp Carl. Sorry Cunningham Butler Carlson Deppman They have actual program and how they work with the employees and basically audit the position With their what is it JD? Let me I guess yeah, go ahead. Yeah, I want to be careful with this in terms of interviewing versus Inquiring and getting the appropriate information from the employees That if it was a what I would call an interview process In fact, if you're doing what I would call a desk audit and sitting with employees It's gonna take somewhere between one and two hours per employee to really do it For much return on the dollar in doing so and so what we have is as Todd was alluding to Was a job description questionnaire and it doesn't matter the consulting firm. They have whether it's JDQ PDQ PAQ whatever it's called It's a document that takes employees systematically through the various elements that we would look for in our analysis such as You know thinking challenges or what are the duties and responsibilities or the educational requirements? And instead of an artificial window of time where employees one are naturally nervous and two It it trying to fit almost a square peg into a round hole and that you have insufficient time We're an employee if they were to do a JDQ because our options for employees in this process They would have about a three-week window to work on it one day Contemplate what they put down on paper revise it and and and work their way through that process So we get a much better result coming back from the employees in turn in terms of that JDQ Alternatively, you know, we can work from completed job descriptions I know the city's invested some time over the course of the last several months to revise some of those job descriptions to say to an employee Go through this again with a fine-tooth comb and in this window of time You have a choice of completing a JDQ or revising your job description with supervisory and human resources and administrative approval So it's not just an arbitrary update But at least giving them the opportunity to look and say here's what we do Here's what we don't do and and getting that up to date So it's it's a written process But as part of the overall project we do meet with every single department head depending on the size of the department some of those meetings are much longer than others and Working our way through and this is after we've evaluated each job so we can ask for clarifications if necessary but we can also dive into Some challenges and problems that those departments are facing whether it's internal or external from a competitiveness or internal equity standpoint Perfect and can you tell me what the letters JDQ Absolutely job description questionnaire Thank you very much. You're welcome. Thank you, Roberta Jim go ahead. Thank you, madam chair I'm looking over the Agreement between the city and and Carlton deathman on page three of seven Under optional services see it says if client desires consultant to draft new or Job revised job descriptions Client will be invoiced at a rate of a one hundred and twenty five dollars per description Why isn't why wasn't that be included in the in the fee if I'm understanding what you're doing with going over job descriptions And that type of thing and you you may be tweaking or making recommendations Why would there be an additional charge for that? Sure? That's a very good question and it used to be part of our overall Proposal, you know, we set a fee for her job and about five six years ago We decided to remove it as kind of being intertwined with it because some clients don't want us revising their job descriptions They want to do that on their own the second part is that? When we get a job description questionnaire back from an employer Sometimes it's perfect, but more often than that There's a lot of cleaning up that needs to be done to put it into a format that would be acceptable for a job description We might have enough information to adequately Assess the job from a point standpoint and looking at our factors thinking challenges and decision-making and interactions those sorts of things So they might provide us enough information for that But not enough information to really provide a quality job description back to the city And so we find that there's a lot of follow-up that occurs in those situations And so that's why it's an extra fee and also allowing you the opportunity in fact I think even in our proposal we identified it, you know, we like doing that work actually I don't know that anybody really likes doing job descriptions to be perfectly honest, but at the same time This is a task in fact I can tell you my first task out of college was hired as an intern to do job descriptions for the county that I Eventually worked for and so I my recommendation is if that's something you want to do We're certainly willing and able to do it if you have the time You're certainly you know have the capability or you know hiring an intern to help you work through those would be Substantially cheaper than what we would be able to do on the part of the city And that's also why we put it as optional so you can make those assessments as you work your way through that process Patrick just to just to expand on it a little bit and please correct me if I misstate something but when When you're when you and your team are done with the JDQ is that information will be given to the city So that we can make adjustments to the existing job descriptions Actually, even one step further since the documents come to us from the city you have those in place All right, and that's what I mean So basically just to expand on mr. Boran's Statement is it doesn't make sense to have the city at least to some degree Have you rewrite them when we may just be adding some additional information into the existing ones correct? Thank you and one more when you're going over when you're going over the various job descriptions and and requirements How do you how do you look at the educational requirements of? You know for that position do you compare that to other municipalities what they're requiring? You know for example in the finance department of requiring a CPA Are you looking also for similar positions in the private sector? How does how do you go about evaluating that? So as it relates to you know the educational requirements When we look at a job leave the first three factors of our of our job evaluation system being thinking challenges that the employees face with The decisions that they have to make and on the interactions communications That usually tells us a ton about the intellectual horsepower If you will that's required to fill that job and so if and we also ask as part of our job description questionnaire of The supervisor or the department head if you were filling this job tomorrow What is the required education and I always use the example when I started this whole? career of mine Almost 27 years ago, you know the requirements to be a law enforcement officer where it was 30 college credits Shortly thereafter when I started you know it moved to 60 college credits And so having an employee say what's required of you you often miss the mark because jobs evolve Technologies change your technology just during the course of my career has been night and day and so Letting the JDQ first and foremost kind of lead you down that path But you hit on a couple of points and it's exactly what we tend to look at one. We're working in jobs Every single day of our working career. I'd say almost every single day of the week You know looking or looking at or thinking about jobs Our surveys to which we subscribe, you know the the towers Watson's of the world Comp data so on and so forth each one of those for every job We look at if there's a there's a match in those surveys They give us a little paragraph and they say you know this job is typically filled by somebody with a high school diploma and four to five years of Experience or a bachelor's and so that helps inform us But sometimes it's a matter of what is your preference? You know sometimes organizations will say You know what we filled this position with an associate's degree for the last you know ten vacancies We've had this is getting more complex and we've added things to it And so we might look at it and say the that Moving forward you should look at it, you know from the lens of a bachelor's degree the marriage of our Observations and your hiring practices Sometimes gets close and sometimes you know that they go slightly in different directions and the only time it really truly matters To us is when it's required by law You're not going to be an attorney without a lot of grease You know you keep going down you're not going to be a nurse without a nursing degree keep going down that list and So we might look at it and say this looks and feels everything you're asking you're asking it to manage money Asking it to manage people and so we think it rise to the level of of a bachelor's level of education But if your next applicant has an associate's degree and a little bit more experience behind them again It doesn't matter to us and it's going to stay true in terms of the overall evaluation But that's also why we try to make certain that the people who are looking at and evaluating our jobs or the Our clients jobs have some experience and so in this this particular project myself. I have 19 years of public sector experience working with a lot of these jobs My associate Heather Barber was the director of human resources for the city of Nina for 15 years And so having worked with these and having seen these jobs time and time again also kind of gives us that feel for what's required and then I guess the last piece is Being fortunate enough to work with so many Wisconsin and other state municipalities on these sorts of projects We really get a solid feel for how these jobs are beginning to evolve and and the requirements for those particular jobs One other one have you found in some of the some of the municipalities you've been working with the last couple of years that if the municipality is pretty well up to date on their technology Have you and maybe the job descriptions weren't weren't real recent and I presume ours are going to be recent when you're looking at them Have you found that through the use of technology that maybe what used to be a eight-hour work day is maybe now really only Five and you you can add something to that job description for new efficiencies and possibly Downsized the manpower as a result of that What I've seen in the public sector over the course of my career is And this is where every time I've sold technology in my case I worked for county government in my career That I've never sold it on the backs of we're gonna save people I think maybe I did when it first came about and the reality is that you always find something different for the person to do so if we get more information out of a human resources information system or out of a Accounting system the expectation of the board or the citizens or the council in this particular case is that's great And all we want to do something with that information and whether it's building those reports or actually taking action And so of course there's always the opportunities it as your technology improves it that you find those efficiencies and a lot of organizations might look at it from the standpoint of Through attrition you know that we're not going to go through and cut people necessarily even though I have seen a good example That would be you know in the water utility You know industry where it used to you know meter readers used to be the people who would walk from house I don't need to Smell it out for you you don't with that but as we've gotten more and more technologically advanced that job is kind of gone By the wayside in many communities because they're going to you know tower-based or or electronic reading systems So Technology does has have its obvious it has its place and we do see sometimes jobs if not being Eliminated long-term being repurposed Thank you. I would like to just add a few a couple of comments This program is not I don't want it to be misunderstood The the program of reviewing job descriptions and wage scales is not to eliminate positions Absolutely, it is to make sure that we are becoming An employer of choice and that we are balancing the cost and the benefit that the employees are providing the city So it comes down to an operations review a management review that if there are positions that We find as technology improvements come in come into play that We can balance things better than it's to the benefit of the employees It's to the benefit of the city, but this program is not to be understood that we are looking to Eliminate personnel at this point if I if I may punctuate that statement because I think it's incredibly important for the work that we do that if And we do it organize organizational analysis from time to time for clients but we never do them as part and parcel with one of these because if Employees are are looking at this sort of a process with the mindset of my job could potentially be on the line with us We'll never get a straight answer out of employees But that's not to say that if there was a situation where something just didn't make sense to us that we wouldn't bring it to The appropriate party's attention, you know, why is this going on or whatever? But in terms of saying Well instead of five people in this department, you should only have four or you should have six That's for a different day in a different time. That is correct And this we have good employees and we want to help them to become better and more efficient Chair anything else? Does anyone else have other questions or comments? Hearing nothing a vote on the motion would be appropriate all in favor of the resolution state. I I Anyone voting no Chair votes aye the motion passes. Thank you appreciate your time. Thank you a couple weeks All right We'll move on to three point five which is an ordinance amending the municipal code to assign the statutory duties of either Controller or comptroller depending on your training to the city administrator Vicki. Are you? No, you're oh, you're just Todd I'm gonna turn this over to you Thank You chair The the spirit of this is that the Since since the finance director's position has been has been open is the focus on separation of duties and making sure that we have Personnel that can that are cross-trained And also that we look at permissions from departments at all levels The comptroller's position and the treasurer's position in history has been separated and combined and I'm asking that we separate it but again For separation of duties, but that the comptroller's position as I'm doing that at this time would be For future would would be moved into the city administrator's position The really the main spirit of that is the fact that it keeps the city administrator's position involved at a much higher level Meaning more and more activity more involvement in the future and that the future city city Finance directors position would continue to be a finance director for operations But would also have the responsibilities of the treasurer and just to help everybody understand the treasurer's position and Chuck can Help correct me if I misstate it, but the the treasurer's position is basically the incoming so you know when it comes to taxes revenues things like that and Working with the different funds that they go into so if you think of it as the incoming Dollars into the city the actual it's also a state statute position So it has responsibilities and accountabilities from that perspective the comptroller, which is traditionally separate from the treasurer's position Is basically the funds going out so I work with the finance department on Where where's the money where the payments going? What why are we paying this how much are we paying this and asking the questions and getting the information so again? I'm asking that the Comptroller position be added to the response to the responsibilities of the city city finance city finance the city administrators position, thank you To get the discussion rolling could I have a motion to recommend adoption of the ordinance so move? Second all right Questions for Todd comments I've got a question go ahead if we are doing a comprehensive job description review Should we wait until that comprehensive review is finished before we change this particular job description? I? Guess I have no problems waiting Personally, I'm already doing this these duties at this time and I I would just Ask that the The committee would understand that this would be a change because of the organization the way we have it structured for the city of Sheboygan not all municipalities are structured exactly the same We do have a city administrator mayoral relationship and my I guess The spirit that I'm bringing to the committee is the fact that I'm trying to put emphasis on the separation of duties and with the with the organization that we have moving forward and this Forces the city administrator today and in the future to to be intricately involved with the finance department on the day-to-days and The money movement so if the if the committee Wants to wait. I'm still doing it as we as we speak If I may add something So I would have a problem if you delayed this you can always make another change reason I would have a problem if you did not change it is If you don't change it we are currently in violation of our ordinance because we we have you know, it's the ordinance is set up Currently to have the treasurer and the comptroller in the same place and we also have some issues with our bond sales and and we made some of our Documentation related to the bond sales sort of under the assumption that this was going to go to you for approval You can always make a change If you decide that you don't want this to be done anymore You can do that What I can tell you is that there is a little bit of history It used to be that we had a separate Treasurer and comptroller for for many years. I mean that would that was let the history of this equation and In in the state statutes, it's actually the state statutes are designed with the assumption That you're going to have a separate treasurer and a separate comptroller the city of Sheboygan moved to a combined finance director at some point and At some and when we originally had the first city It wasn't calling the city administrator then at that point, but the first person who sort of filled that role We called the chief administrative officer Those roles were Placed in him, but then some of the duties were then moved to the finance director then when We sort of Using words upgraded the position to city administrator. I say using words because legally there really wasn't Change There there wasn't one of the things that happened is that sort of all stayed within the finance department There have been you know, there's been some concern I think Todd has expressed some concern about whether we really want to have all of that consolidated currently and whether it's even proper to have that all consolidated within a Person who's doing a great job, but is a contract employee right now, you know, not a full full employee of the city And I think that is a reasonable concern as well. So what I what I would suggest is that you do approve that day And then if as this process continues, it may be that we will identify an alternate way of doing things But for now, let's have our Ordinance match up with what we're actually doing Jim go ahead Thank You madam chair. I read I read over this this document and I fully support it I Just think it's it's just good business practice. I do have a question for Chuck I noticed there's some bonding in there for the city administrator check. I believe it would 20 million dollars My question is two questions. Well, how do you how do we come up with that amount and number two? Is anybody else? Is there anybody else that should be bonded in the finance department? And I guess we probably have insurance for that in case there would be any future Employee dishonesty Would you care to comment on that? The treasurer is bonded because the treasurer is required to be bonded by state law Know other people in the finance department don't necessarily need to be bonded because the treasurer is in essence responsible for their employees and so if if they permit their employees to do things that require and that cause a problem They would be liable for that and bond That they hold would would pay for that Because we were moving this out of the the comptroller position out of the finance department and separating it From someone who would have you know direct Responsibility to the treasurer I think the thought was to have an equivalent type of bonding With the comptroller and and that's the purpose Thank you Other questions comments I'll just say that in my interactions with Todd since he Became our city administrator. It's clear to me that having this is dual position Really makes a tremendous amount of sense. It is another pair of eyes It is another measure of accountability and it's just plain old common sense. So I think that this This does make a great deal of sense at this point and if after our study is done We want to look at different descriptions or whatever we can do that Any other comments Hearing none all in favor of the motion state. Aye. Aye. Aye. Aye Any opposed chair votes. Aye very good All right vicki 4.1 is the human resources annual report Scott can you pull my power? Thank you We're kind of in the blank screen Alders the PowerPoint was sent to us earlier today So if we can't get it up on the screen here, it was there before it was there before so we will But otherwise you can follow along in your email What do you think scott? Whenever I make a power point presentation without exception something goes wrong. So I can just begin. How's that? All right It's on my well, I'll I'll just begin um, well, thank you for Allowing me to speak to you tonight um Something magic is going to happen um I have been in my position for just a year. I was notified on my facebook page that I Celebrated a year with the city of sheboygan in the role of the human resources director So um, I just wanted to share with you all of the things that have happened in that very quick and tumultuous year As we have gone through covid The cla assessment the the the response to that assessment as well as a lot of the pieces that we want to go through As what we have done and what we are planning to do in 2021 We're doing something here. I'm going to just wait Honestly, it worked before scott is my witness. Okay All right, so I'm just so for those of you who received the the power point Then I'm just going to go through the slides um I touched on the background which would be slide number two But wanting to draw your attention to the human human resources staff The slide number three so you can see the current structure of our department We have myself as the director of human resources and labor relations. We have a payroll administrator We have denise clark as our generalist and we have a vacant position that had been held by our benefits administrator Um, and we have an administrative services clerk too. So we have uh almost 80 turnover in our department since uh, january of 2020 Because of various the response to the cla report But also in an assessing what the needs of the department were and as we wanted to move forward When I presented to you in may of 2020 Oh awesome. There we are We're going to go down The strategic goals haven't changed since the last time I spoke to you um Because those are long range goals and we know that there's a lot of work to do within our department So the first goal is to have the human resources department perform as a team of high functioning and trusted professionals That has been something that we will continue to work on in years to come and will always be I believe one of our Our goals as a department We also want to be a strategic and operational partner Supporting all of the employees and departments within the city of shabuagan. I think that's an important piece for us to be able to share with you And then our vision is To be as Todd has frequently said that employer of choice and that's something that really starts with with us in our department We revised our our core values a little bit in the in the past year And these really do speak to what we want to do in our department as well as How are we providing that excellent customer service to all employees within the organization? That teamwork that we didn't necessarily have when I first entered into the role But has really continued to grow as we've uh grown as a team One of the pieces that I think is as an important part of culture change is to assume the good That assume the good in each other that we're not looking to to find fault with one another because there's so much work That needs to be done, but we're looking to do things that are supportive of one another As we go through accountability, we know that there's a lot of work that we have to do in the department to fulfill that that goal We're looking to be a learning environment supporting training being respectful and being responsible stewards of our of our people and of our financial resources And entwined in all of that is communication as we know that we as a department And I know personally we need to do a better job of communicating our Our goals and everything that we need to do and that's important in everything that we do So what have we gone through? It's been something so I started as the interim director in march and so i'm going to speak from that point moving forward The day after I started we had a state of emergency declared by governor evers for Which was an amazing journey that's that you'll see later on in the slides In april city administrator daryl hoffland announced his retirement We had uh, again, we presented a collaborative response from the finance it and personnel And human resources departments to you as the finance and personnel committee Uh in may then I was approved and appointed as the director of human resources So again, I thank you for your trust in me in this role in the past year We started a search for the new city administrator in may and june and As you all know, Todd wolf became the new city administrator in early july Shortly after he began we hit the ground running with a lot of different things within the department that very first week we had strategic planning meeting So that we could look at the reorganization of our department as well as the finance department We had some shifting within the finance and human resources and we had the accounts payable Clerk had retired we had a purchasing or payroll backup accounts payable person moved over from hr into finance We hired a new clerk. So we had a lot of shifting We also had the release of one of our employees and the actually two employees in the human resources department within that time frame So it was a challenging time for all of us a very tumultuous time But also one that had was very hopeful with with the direction that Todd was setting We established weekly departmental meetings for the staff. We had a payroll assessment by bachore Which was to really improve and look at that process Which is a continuing initiative as you'll hear later on We were looking at how we do a pcn process, which seems very simple, but we had five different forms for a for a Process which should have just required one and then as we went through it We discovered that Eunice probably could have done it all for us all along. So it's a learning that we're doing On a day-to-day basis And let's see So we're continuing through the year we had Another change in the department in august. So we we have had a tumultuous year with with Restructuring and finding the right people In the right seats We did review all the the non-represented job descriptions in september and october so that we could go into our performance evaluations and be able to To do that well We brought on Denise clark as our new hr generalist in october We had Her very first week. She remembers that we did employ a recognition. So we went to all the departments and provided lunch for everybody We hit all the departments as best we could and that was Probably one of the most fun things we've done in a bit We went through open enrollment as that was our norm for october We did our performance evaluation Process we reviewed and changed the format that for that experience And I think that that will continue to change as we use munis and the modules that are there And then again in december at the end of the year we did have another staff change which was a And again a critical moment for us. We had right in the middle of year and we had the team pulled together for For a lot of pieces that needed to be accomplished in december january february and Actually even into the current state status of where we are So I wanted to share with you Besides the timeline some of the stats that we've pulled together as far as where we are as an organization When I pulled the report we had 455 employees And looking back at our turnover rate is about 11 percent which is less than the national average Which is approximately 20 to 25 percent So in um, you can see from 2016 to 2020 we've had a growth and separations and those separations include retirements resignations and terminations So we have seen a growth in uh resignations obviously and we had 10 terminations in 2020 that was more than the previous four years combined Um in in terminations. So we are making changes within the culture of the city and Sometimes those changes are necessary and good Um, we are seeing an increase in retirees I believe as baby boomers are reaching that age And so I think this is a trend that we have seen more more retirees in the fire department and police department And in dpw and as we have had 25 30 year tenured employees that are are Reaching retirement age This is our 2021 health benefit premium costs just so that you have that as a as a reference point um in 2020 we decided together that we would try to hold the premium cost at 8.5 percent for employees We had at one point looked at going up as high as 9 percent But with covet and with the with the hardships that families were having we really wanted to try to hold that line as to be as As employee friendly as we could The next slide is Just a depiction of our health costs over the past four to five years Our costs went down significantly in 2020 as you can see on that very first line And that's due to covet people were not getting their procedures done people were not going to the doctor as frequently And so that trend is pretty normal across the board We have so our cost per employee as you can see is also going down I do expect that in 2021 our cost will go higher. I'm not sure exactly what that might mean at this point, but If you see the asterisk on the bottom that in january we've already hit There's um Our stop loss, which is that 91% now that'll fluctuate as people use the use their benefits and And go through the year that can change significantly But we know that a lot of people were holding on to Waiting till january to go to their doctor or get prescriptions refilled These slides I think also demonstrate the impact of covet on the not only on The community but on the human resources department So we had offered three different levels of covet leave two were based by the federal government and one was based on the city so You can see in the Oh, there is the chart on the left Shows that we had 230 unique employees who had taken or used some kind of covet leave Over the course of from march till the end of the year And that resulted in about $286,000 of value That the city or was provided. Hopefully either will be refunded through some of the cares act dollars So the the first pie chart is the covet sick leave, which was a federal program That allowed people to take leave if they had to care for a child if there was all kinds of different reasons that somebody might have to quarantine so there were different stipulations every department was affected by that program And you can see the different departments and the and the dollar amounts that were Affected by that covet fml is the second pie chart the chart on the left stays the same through my Through my slide so you can use that as a reference the The chart on the right is The federal government overlapped fml or covet fml over the top of normal fml And so this is a reflection of those who were able to use that And then on the third pie chart, this is the one that I think is significant to you as council members That this is the the The outreach that the city did to invest in keeping the employees whole Because these employees and it's about 90,000 dollars these were employees who could not work remotely But could not also be at work for whatever reason And they were they were at risk of being furloughed So the city of shabuagan kept these people whole by by offering this covet loa And so that that involved for example library pages some transit employees The custodian for the senior center, for example So Moving ahead to where we are In 2021 we've gone through the munis upgrade which was Completed at the end of february. We know that the human resources department has a lot of work to do with Understanding and implementing the munis modules so that we can be more efficient and provide better services uh We are as we have patrick glenn here. We're doing the start of the The the review of our compensation and classifications We we did our wage increases and the benefits even though we were In a in a learning mode with the benefits administrator no longer being with the city We had a cla audit of our benefits administration and payroll processes We just finished that up about a week ago and we'll be reviewing that their results tomorrow We had a successful negotiation and adoption of the fire fighter union contract We partnered with ltc to support an intern in human resources and she'll she's been an awesome asset for us And she'll be leaving us at the end of this month We have anticipated our updated and distribution of our revised handbook. I'm hoping that we'll be able to do that in april Uh, we're working with a consultant to determine and implement our strategic plan for our department So we on wednesday of this week. We will be spending a day looking at The team and our roles and what else we can do to make sure that we are moving in in the correct direction We are advertising now for an hr generalist and so we'll be bringing someone on board. Hopefully shortly Um, and then we just recently did the employee recognition for years of service And those who have retired in the in 2020 So there's a lot of things that are going on in spite of covet and uh And uh, just to spite covet in some ways So any questions for me Questions or comments for vicki Todd Thank you, madam chair. I just wanted to tell the committee. Um How proud I am of of vicki and her team You know, I joke too often. I know maryland, but I joke From time to time and say that you know, the worst time to be a city administrator is you know during covet during budget But you know to to extend the helping hand Vicki has done a phenomenal job coming in during a very tough time Um, you know None of us knew what was going to happen when covet, um happened back in march Um, the rules the regulations the guidance Uh, the uniqueness of the situation for our our employees for their families for their children Has been just unprecedented And then you mix in the fact that you've got a new city administrator with high expectations coming in Um, stirring the pot per se. So I I compliment Vicki and her team and You know I'm hopeful that everybody and the council will continue to support the many changes that we are doing within the city to make it An employer of choice But understanding that we're just getting started and there's a lot of remodeling that needs to be done We're not just changing the way we do things. We're changing the culture in how we we perceive things How we operationally do our our performances And how we provide the services for our our constituents. Thank you Jim go ahead Thank you. Uh, I just wanted to bring the uh, the committee's attention an interesting article that I saw in the municipality magazine back in november of 2020 And it has to do with quite a few cities around the state Are offering financial incentives for their employees to live in the city Back a few years ago the uh, the state of wisconsin decided that residency could no longer be required But quite a few municipalities feel it's important for as many of their employees to live in the city where they work as possible So I pass that on to vicki and I pass it on to Todd and I know they're very busy But it might be something that they that they might want to take a look at The latest data that vicki gave me about a week ago at that time She mentioned 450 employees and out of the 450 city employees. We now have 244 living in the city and we have 206 living outside the city So this would be, you know, totally voluntary when we're hiring somebody or the existing employees if They wanted to come up with some type of an incentive program to encourage our employees to live in the wonderful city of shubwagon. Thanks Any other comments questions Very good vicki. Thank you. That was just so helpful. All right. Thank you very much You've done an amazing job in one year and that's very kind of you. Thank you. You've got a terrific team. So congratulations um That is the end of our agenda our next meeting is april 12th. I assume we'll mostly be here And with that, uh, do we have a motion to adjourn? so All right on favor state. Aye. All right Hi Any opposed chair votes. Aye. We are adjourned. Thank you