MARATHON COUNTY HUMAN RESOURCES, … more than one position of the same classification is being requested, also justify the number requested. In June 2015, one new FTE position was

OFFICIAL NOTICE AND AGENDA-of a meeting of the County Board, Committee, Agency, Corporation or Sub-Unit thereof MARATHON COUNTY, WISCONSIN

MARATHON COUNTY HUMAN RESOURCES, FINANCE & PROPERTY COMMITTEE AGENDA

Date & Time of Meeting: Monday, July 11, 2016; 3:00 p.m. Meeting Location: Courthouse Assembly Room, 500 Forest Street, Wausau, WI 54403 Members: Bill Miller, Chair; Craig McEwen, Vice-Chair; Tim Buttke, John Durham, Kurt Gibbs, John Robinson,

E.J. Stark

Marathon County Mission Statement: Marathon County Government serves people by leading, coordinating, and providing county, regional, and statewide initiatives. It directly, or in cooperation with other public and private partners, provides services and creates opportunities that make Marathon County and the surrounding area a preferred place to live, work, visit, and do business. (Last updated: 12/20/05) Human Resources, Finance & Property Committee Mission/Purpose: Provide leadership for the implementation of the County Strategic Plan, monitoring outcomes, reviewing and recommending to the County Board policies related to the human resources initiatives, finance and property of the County.

1. Call to Order--Meeting called to order by Chairman Miller at 3:00 p.m., the agenda being duly signed and posted.

A. Please silence your cellphones. 2. Public Comment Period (Not to exceed 15 minutes.) 3. Approval of the Following Committee Meeting Minutes:

A. June 27, 2016 Human Resources, Finance & Property Committee Meeting

4. Educational Presentations/Outcome Monitoring Reports A. 2015 Comprehensive Annual Financial Report (CAFR) and Report on Internal Control (Including the Required

Communication of Internal Control Related Matters Identified in the Audit to Those Charged with Governance and Management’s Response- John Rader and Katie Sutter, Baker Tilly LLP

B. North Central Healthcare Center 2016 Deficit-Chairman Gibbs

5. Policy Issues Discussion and Committee Determination to the County Board for its Consideration A. HEALTH DEPT—Request to Create and Fill, Effective 10/1/16, 1.0 FTE Grant-Funded Public Health

Professional Position (Drug-Free Community Coord.) in the Chronic Disease Prevention Division – Joan Theurer, Health Officer

B. SOCIAL SERVICES DEPT—Request to Immediately Create and Fill 3.0 FTE Social Worker Positions With One Being a Lead Position, in the Child Protective Services Division – Vicki Tylka, Social Services Dir.

C. CORPORATION COUNSEL—Request to Immediately Create and Fill 1.0 FTE Assistant Corporation Counsel Position in the Corporation Counsel Office—Scott Corbett, Corp. Counsel

D. 2016 Budget Transfers—Kristi Kordus, Finance Dir. 6. Policy Issues Discussion and Committee Determination and Approval

A. Approval of Claims—June 2016--Kristi Kordus, Finance Dir. B. Worker’s Compensation Third Party Administrator for Request for Proposal (RFP) – Frank Matel, ER Dir. C. Sale of Land-Highway Department-Village of Weston-Scott Corbett, Corp Counsel D. 2017 Budget-Accounting Charges to Outside Departments—Kristi Kordus, Finance Dir. E. Continued Discussion and Rankings/Final Recommendations on County Departments New Position and

Expanded Position Requests for 2017: 1) CLERK OF COURTS–Create 1.0 FTE Admin. Specialist Position – Shirley Lang, Clerk of Courts 2) CORPORATION COUNSEL–Expand .50 FTE Asst. Corporation Counsel Position to .75 FTE – Scott

Corbett, Corporation Counsel 3) DISTRICT ATTORNEY–Create 1.0 FTE Senior IT Specialist Position – Ken Heimerman, DA 4) FINANCE DEPT–Create 1.0 FTE Accounting Specialist Position – Kristi Kordus, Finance Dir.

5) HIGHWAY DEPT–Expand .50 FTE Admin. Specialist Position to a 1.0 FTE Accounting Specialist Position – Jim Griesbach, Highway Commissioner

6) SHERIFF’S OFFICE–Create 1.0 FTE Communication Specialist Position – Scott Parks, Sheriff 7) SOLID WASTE–Create 1.0 FTE Waste Management Specialist Position – Meleesa Johnson, Solid Waste

Management Dir.

7. Announcements: Next meeting date: August 8, 2016 at 3:00 pm

8. Adjourn

Any person planning to attend this meeting who needs some type of special accommodation in order to participate should call the County Clerk’s Office at 715 261-1500 or e-mail [email protected] one business day before the meeting.

SIGNED /s/Bill Miller Presiding Officer or Designee Faxed to: Wausau Daily Herald & News Media Group Notice Posted at the Courthouse By/Date/Time: By/Date/Time:

MARATHON COUNTY HUMAN RESOURCES, FINANCE & PROPERTY COMMITTEE MINUTES

Date & Time of Meeting: Monday, June 27, 2016; 3:00 p.m. Meeting Location: Courthouse Assembly Room, 500 Forest Street, Wausau, WI 54403

Members: Bill Miller, Chair; Craig McEwen, Vice-Chair; Tim Buttke, John Durham, Kurt Gibbs, John Robinson, E.J. Stark

Others: Kristi Kordus, Scott Corbett, Diane Hanson, Dave Mack, Peter Weinschenk, Brian Kowalski

1. Call to Order--Meeting called to order by Chairman Miller at 3:00 p.m., the agenda being duly signed and posted.

A. Please silence your cellphones.

2. Public Comment Period (Not to exceed 15 minutes.)-None

3. Approval of the Following Committee Meeting Minutes: A. June 13, 2016 Human Resources, Finance & Property Committee Meeting Action: MOTION BY DURHAM, SECONDED BY STARK TO APPROVE THE MINUTES FROM JUNE 13, MOTION CARRIED UNANIMOUSLY B. June 21, 2016 Human Resources, Finance & Property Committee Meeting

Action: MOTION BY GIBBS, SECONDED BY STARK TO APPROVE THE MINUTES FROM JUNE 21, MOTION CARRIED UNANIMOUSLY

4. Educational Presentations/Outcome Monitoring Reports A. Priority Based Budgeting Update-Kordus-Departments are working on the Survey responses for the County

programs inventory. Action: NO ACTION TAKEN

Kordus asked Chairman that Item 6 A be taken ahead of items listed on 5. There is no opposition to the change in agenda items. 6. Policy Issues Discussion and Committee Determination to the County Board for its Consideration

A. Corporation Counsel–Create .60 FTE Admin. Specialist Position and Abolish .50 FTE Admin. Coordinator Position (8901) –Corbett-The current person in the position is ready to retire and the Corporation Counsel’s office is ready to recruit a new person for the position.

Action: MOTION BY GIBBS, SECONDED BY ROBINSON TO APPROVE THE POSITION FROM .60 FTE TO .50 FTE AND FORWARD TO THE COUNTY BOARD IN JULY, MOTION CARRIED UNANIMOUSLY

5. Policy Issues Discussion and Committee Determination and Approval

A. 2017 Budget Assumptions-Kordus–The numbers are conservative. There is no increase in Bituminous that was paid for from the Highway fund balance in prior years. Robinson-Are there higher Workers compensation rates for any incidents that occurred from ADRC-CW or CWA? Look at the costs charged to the independent departments for services and claims.

Action: MOTION BY ROBINSON, SECONDED BY DURHAM TO APPROVE AND FORWARD TO THE COUNTY BOARD FOR REVIEW AND APPROVAL TO THEN USED BY THE COUNTY ADMINISTATOR FOR INCORPORATION INTO THE 2017 BUDGET, MOTION CARRIED UNANIMOUSLY B. Draft 5 Year Budget Projection-Kordus presented the budget projections and assumptions Action: KORDUS TO REVIEW OUTSIDE DEPARTMENT CHARGES. NO FORMAL ACTION TAKEN

6. Policy Issues Discussion and Committee Determination to the County Board for its Consideration A. Corporation Counsel–Create .60 FTE Admin. Specialist Position and Abolish .50 FTE Admin. Coordinator

Position (8901) –Moved up on the agenda

B. Resolution-Authorization to Establish a Segregated Transportation Capital Improvement Fund

Action: MOTION BY GIBBS, SECONDED BY MCEWEN TO POSTPONE TO THE FIRST AUGUST MEETING THE RESOLUTION TO ESTABLISH A SEGREGATED TRANSPORTATION CAPITAL IMPROVEMENT FUND, MOTION CARRIED UNANIMOUSLY C. Resolution- Authorization to Establish a Trust Fund Account for 85.21 Transportation Grant Funds (Dave Mack)

Miller-Review by Corporation Counsel that we are creating the Trust as required in the grant agreement. Action: MOTION BY ROBINSON, SECONDED BY DURHAM TO APPROVE THE RESOLUTION TO ESTABLISH A TRUST FUND FOR 85.21 TRANSPORTATION GRANT FUNDS.

7. Announcements: A. Next scheduled meeting date: July 11, 2016 at 3:00 pm B. Possible Special July Committee Meeting Date-McEwen-I would be prefer to have only one meeting

8. Adjourn: Action: MOTION BY MCEWEN, SECONDED BY GIBBS TO ADJOURN AT 4:05PM, MOTION CARRIED UNANIMOUSLY

Public Health Professional - C42Health DepartmentFTE = 100%

DBM 342 $53,199 $63,839 $74,478

Health ‐ Family 1713.08 $17,967 $17,967 $17,967

Dental ‐ Family 58.56 $703 $703 $703

FICA Retirement Rate 6.20% $3,298 $3,958 $4,618

FICA Medicare Rate 1.45% $771 $926 $1,080

Unemployment Insurance 0.15% $80 $96 $112

Retirement ‐ Employer 6.60% $3,511 $4,213 $4,916

Worker's Comp ‐ Clerical 0.28% $149 $179 $209

PEHP $22 $572 $572 $572

$80,250 $92,453 $104,655Total Estimated Cost

2017 Proposed

Rates

Based on 2016 Budget Payroll ProgramNo Wage Adjustment Included for 2017 Due to Implementation of P4P

Item Minimum Mid-Point Maximum

Social Service Professional - C42Social Service DepartmentFTE = 100% (3 positions)

DBM 342 $53,199 $63,839 $74,478

Health ‐ Family 1713.08 $17,967 $17,967 $17,967

Dental ‐ Family 58.56 $703 $703 $703






PEHP $22 $572 $572 $572

$80,250 $92,453 $104,655$82,330 $94,533 $106,735

$242,830 $279,439 $316,045

$26,750 $30,818 $34,885

$80,943 $93,146 $105,348Total Estimated Cost to fill three FTE Social Worker in 2016: (4 months)



Total Estimated Cost to fill one FTE Social Worker in 2016: (4 months)

Lead Social Worker (add $1.00/hour)

Total Estimated Cost - Three full time Social Workers (Social Service Professional) with one receiving lead pay.

Total Estimated Cost (each SW)

2017 Proposed

Rates

Revised 7/18/14

Marathon County Personnel Policies & Procedures Manual Chapter 2 – Classification and Job Evaluation, Page 1

APPENDIX A NEW OR EXPANDED POSITION REQUEST

I. GENERAL INFORMATION

Department: Social Services Date: June 30, 2016

Position Requested: Social Workers FT X PT FTE % (If unsure of classification, indicate “To be determined”) Number of Positions: 3

Division Position Will Be Assigned To: Child Protective Services

(Indicate NA if not applicable)

Projected Start Date of Position: As soon as possible Priority Number of This Position: If you are requesting more than one position, prioritize all your requests and indicate the priority number of position.

II . FULL EXPLANATION OF NEED FOR POSITION

A. Is this position request compatible with the County’s mission statement?

Child Protective Services is a state mandated service to keep kids safe in the community. Safety is a key component of the county’s mission and overarching goals.

B. What is your department’s mission statement and how does position support this mission and/or

department strategic plan?

Mission Statement: We strengthen individuals and families by coordinating and providing resources that promote safety and maximize independence to build a strong and healthy community.

The Department of Social Services primarily exists to keep children in the community safe.

C. Indicate reasons for asking for position including purpose of position, applicable workload data and trends, etc. plus attach relevant supporting data. If more than one position of the same classification is being requested, also justify the number requested.

In June 2015, one new FTE position was added to the Child Protective Services section; in addition one FTE social worker position was reallocated to CPS, within the Social Services existing budget. These additions were made due to the long term growth of need in the CPS area from 2012 and continuing. Despite the allocation of 2 additional FTE positions in CPS within the last year, the caseloads are even higher than a year ago.

The influx of serious cases requiring court action and out of home care has doubled during the first 6 months of 2016, as compared to 2015. This is building upon the high growth of need already established from 2012-2015. The complexities of the cases, requirements of the social workers to keep children safe has resulted in our current state that is unsustainable at our current staffing level. This is a long term need in response primarily to the significant increase of substance abuse in our community. From 2012-2015: • Child protective services screened in reports (those we must respond to ) 54% increase • Children in need of Protection and Services court petitions (CHIPS) 80% increase When it is determined a child has been maltreated and requires protection and/or a service, a court (CHIPS)

Revised 7/18/14


petition is filed. Number of CHIPS petitions filed per year: • 2012 61 • 2013 87 • 2014 115 • 2015 110 By June 2, 2016, 93 CHIPS petitions have been filed. If petitions continue to be filed at that rate, we will have 220 CHIPS petitions filed by the end of the year in 2016. This is double the number of CHIPS petitions filed in 2015. Petitions have clearly been on the rise for 3 years before that resulting in a long term and continuing trend of increase in serious cases requiring court intervention. Access and Initial Assessment The social workers who record maltreatment reports and complete child safety assessments have been required to respond to a large growth in reports over the last few years and the trend continues. Despite the addition of 1 FTE position in 2015, the number of cases that Initial Assessment workers manage monthly steadily grew from 10 to 16 cases per worker from 2012-2016. The recommended caseload size by the Child Welfare League of America (CWLA) is 12 cases. Marathon County is 36.6% above that standard work load recommendation. Child Protective Services Ongoing The number of children being served in the CPS ongoing unit has also grown since 2012. The average caseload is 19 children in out of home care AND 10 children residing in the care of a parent or caretaker’s home. The recommended caseload size for social workers providing services to children and families in the foster care system is 12-15 children (CWLA). The March 2016 caseload, only counting the out of home care cases for Marathon County DSS is 40.7% higher than the CWLA caseload recommendation. This percentage would be much higher factoring in the case management to all children on each social worker’s caseload.

D. What benefit will the position provide to the County? How does the position improve/enhance customer

service and/or address community needs?

By increasing the number of staff responsible for CPS, the county is able to more confidently administer this program within required guidelines resulting in achievement of safe outcomes for children. The additional positions will bring the caseloads more in line with CWLA standards. The addition of a lead social worker who would carry half a caseload and assist the supervisor in administrative tasks is essential for success of the CPS Social Work Supervisors.

E. Indicate any alternatives to creating this position that were considered and why you still chose to request

the position?

In addition to requesting these positions, we have implemented numerous temporary supports to address the increased workload:

One part time LTE position Reassignment of administrative time for 1.5 FTE’s for social work assistance Additional duties completed by non CPS Social Work staff

All of these strategies are helpful and none can be permanent due to other priority work of the Department of Social Services. F. What will be the effect if the proposed position is not created?

Revised 7/18/14


Social workers are unable to meet certain State and Federal performance standards due to excessive caseloads and are legitimately concerned with their ability to keep kids on their caseloads safe. Burnout and turnover will continue to occur, and we will have less staff to address CPS needs. We will not be able to effectively address children’s safety in the community with the current number of staff we have in CPS to respond to the growing needs since 2012.

In addition, our performance has decreased on key measures set by the State and Federal Government, which can lead to financial sanctions.

G. What criteria will you use to monitor the effectiveness and performance of the position. (Increasing

revenues, improved customer service, decreasing costs, enhancing services, etc?)

We will monitor caseload sizes, key performance outcomes, and egregious incidents of child abuse/neglect and out of home placement rates. If the trend in CPS volume moves downward in the future, we will adjust our staffing patterns as we have done in the past. DSS has eliminated 3.0 social worker positions in the last 10 years based on historically lower caseloads. We must adjust with the long term trends that we see, whether it is increasing or decreasing staffing levels.

III. SPECIFIC DUTIES OF NEW POSITION

A. List the specific duties position will perform plus the approximate percentage of time to be spent on each duty.

CPS ongoing- Preparing case plans to ensure safety and provide services to children and families who are determined to have safety issues. Coordinate with Children’s Court for ordered services, place and monitor out of home care cases, create and monitor in home safety plans.

CPS Access/Initial Assessment- Receive child maltreatment reports and respond by providing an initial

assessment to determine child safety. Initiate court orders and out of home placements and services as need to keep children safe.

B. Could another County department use the expertise of this position? OR could you use the expertise of

another department to meet your needs? Why or why not? These positions work closely with law enforcement, corporation counsel, and the courts. Having adequate staff in CPS will support those departments’ work as well.

C. If the work is currently being done by the County, how is it being accomplished (contract basis,

temporary help, current employee, etc.)? Why is this arrangement no longer acceptable? All CPS work is done by current county employees. While contracting out is technically allowable, counties

do not use this option primarily due to the high liability associated with these positions and the need to provide direct supervision to ensure competence in performance. We need more social workers to do the CPS work, based on the long term trend of growth in CPS needs.

IV. POSITION COSTS AND FUNDING SOURCES

A. What is the anticipated total cost of this position? (Include salary; benefits; office space, remodeling, furniture, and equipment; travel; and other applicable costs.)

See attachment

B. Explain specifically how position will be funded.

Revised 7/18/14


Amount of County tax levy: % of total costs: 100%

Amount of any outside funding: 0% % of total costs:

Source of outside funding: Current State allocations are already expended Length of outside funding: Likelihood of funding renewal: Would this outside funding be used to offset the levy if not used for this position?

NOTE: We are requesting to fill these positions as soon as possible due to the well documented need for social work services in CPS and the doubling of CHIPS cases thus far in 2016. DSS can reallocate money in the 2016 budget to fund the positions for the remainder of this year due to vacancies this year. The request is for additional levy up to $279, 439 to continue the positions in 2017 and beyond as needed.

C. Will the proposed position allow your department to increase revenues or decrease expenditures beyond

the cost of the position? If yes, how? We will not be able to increase revenues. There is a possibility that we will be able to decrease expenditures in out of home care cases if we have enough social workers to maintain safety thoroughly in the parent’s home with safety plans.

D. Does the proposed position provide preventive services that will lead to cost avoidance or more extensive services in the future? OR Can the proposed position be justified as an investment with future benefits to the County greater than the cost of the position? If yes, how?

There is no more important resource than the life of a child. If we keep kids safe, we eliminate liability for the county. If we are inadequately staffed and an egregious event occurs under our care and custody because we don’t have adequate staffing, we may be liable as a county.

E. Can the position costs be offset by eliminating or reducing a lower priority function? If yes, explain.

The vast majority of our services are mandated and every program has a different formula financial matching grant, so that positions cannot be shifted with corresponding funding to different program areas. We have made efficiencies in our Administrative Unit by reducing positions and increasing capacity. We have eliminated 3 FTE social work positions in the past 10 years.

V. COMMITTEE OF JURISDICTION

What is the recommendation of the committee of jurisdiction? Both the Social Services Board and the Health and Human Services Committee approved these positions at their July 2016 meetings.

NOTE: An updated or new Position Description Questionnaire (PDQ) may be necessary to complete the job evaluation process.

Revised 7/18/14


Signature of Supervisor/Manager Completing Request Date Department Head Signature Date

FTE % 100.00%2016 hours eff. 8/1/16 880

Current DBM C42Minimum Mid-Point Maximum

DBM C42 - Asst Corp Counsel $22,510 $27,007 $31,513Health - Family 1713.08 $8,565 $8,565 $8,565Dental - Family 58.56 $293 $293 $293FICA Retirement/Medicare Rate 7.65% $1,722 $2,066 $2,411Retirement - Employer 6.60% $1,486 $1,782 $2,080Worker's Comp - Municipal 4.50% $1,013 $1,215 $1,418Unemployment Insurance 0.15% $34 $41 $47Estimated Salary + Benefits $35,623 $40,969 $46,327

$9,618 $11,062 $12,508$26,005 $29,907 $33,819

*Federal/state funds available for CHIPS (Child in Need of Protection/Services) related work at 27% based on actual hours worked on CHIPS.

FTE % 100.00%2017 Annual Hours 2080

Current DBM C42Minimum Mid-Point Maximum

DBM C42 - Asst Corp Counsel $53,199 $63,839 $74,478Health - Family 1713.08 $17,967 $17,967 $17,967Dental - Family 58.56 $703 $703 $703FICA Retirement/Medicare Rate 7.65% $4,070 $4,884 $5,698Retirement - Employer 6.60% $3,511 $4,213 $4,916Worker's Comp - Municipal 4.50% $2,394 $2,873 $3,352Unemployment Insurance 0.15% $80 $96 $112Estimated Salary + Benefits $81,924 $94,575 $107,226

$22,119 $25,535 $28,951$59,805 $69,040 $78,275

*Federal/state funds available for CHIPS (Child in Need of Protection/Services) related work at 27% based on actual hours worked on CHIPS.

27% Child Support Funded2016 Final County Fiscal Impact* effective 8/1/2016

Create 1 FTE Assistant Corporation Counsel Position C42

Corporation Counsel's Office

Assistant Corp. Counsel

$25.58 $30.69 $35.81 Position

27% Child Support Funded2017 Final County Fiscal Impact*

Assistant Corp. Counsel

Position $25.58 $30.69 $35.81

Revised 7/18/14


APPENDIX A NEW OR EXPANDED POSITION REQUEST I. GENERAL INFORMATION

Department: Office of Corporation Counsel Date: 7-7-2016

Position Requested: 1.0 FTE Assistant Corporation Counsel created Number of Positions: 1

Division Position Will Be Assigned To: Filled upon approval

Projected Start Date of Position: Upon approval and funding

II. FULL EXPLANATION OF NEED FOR POSITION

A. Is this position request compatible with the County’s mission statement? Yes Providing for the health and safety of children is a critical and essential function of the County.

Creating a new assistant corporation counsel position serves the broader mission of Marathon County by addressing dramatic increase of new Child in Need of Protection or Services (CHIPS) cases as well as ongoing case management by the Marathon County Department of Social Services, which will require consultation and litigation of cases not resolved by return of children to parental homes. Corporation Counsel has filed more new CHIPS cases in the first six months of 2016 than all of last year. New case totals for the last four and one-half years are:

2012 61 2013 87 2014 115 2015 110 2016 118 (by June 30) In addition to the dramatic increase in the number of out-of-home placements, the law changed

effective January 1, 2015 that facilitated administrative appeal of Social Services substantiation determinations that a child has been abused or neglected. Since September 2015, Corporation Counsel has appeared in 12 such appeals before the State Office of Hearings and Appeals. In the ten previous years, Corporation Counsel represented the Department in approximately two such appeals.

As things stand, the current Deputy Corporation counsel has logged more than 203 extra hours

over and above normal 40-hour work weeks in the first six months of 2016 to meet the demands of a placement rate that is double the previous record case load.



Mission Statement: The Office of Corporation Counsel serves the collective safety and welfare of the

Revised 7/18/14


residents of Marathon County by providing civil legal services, including enforcement, counsel, and referral for county departments and the County Board.

Marathon County Corporation Counsel has prosecuted Child in Need of Protection or Services (CHIPS) actions for the protection of abused and neglected children on behalf of the Marathon County Department of Social Services for more than 30 years. Minor Guardianship and Termination of Parental Rights cases are the civil legal actions required to gain permanency for children who are not returned to their parental home because their parents have abandoned them or failed to meet court-ordered conditions for return home.

C. Indicate reasons for asking for position including purpose of position, applicable workload data and

trends, etc. plus attach relevant supporting data. If more than one position of the same classification is being requested, also justify the number requested.

Over the last two and one-half years, Marathon County has placed more than 300 children

temporary substitute care placements outside of a parental home, which is a significant increase from historical placement numbers. This substantial increase appears to be driven by the dramatic increase in the incidence of opiate/heroin and methamphetamine addiction that has been well documented within our community.

Federal law requires that children placed in temporary substitute care be provided with a

permanent placement if they are placed outside of a parental home for 15 out the last 22 months. In 2016, Marathon County Social Services increased the number of social workers working in the Child Protection unit by two positions, by adding a new position and transferring one from a different unit. The Department of Social Services has presented a new request for three more social workers to manage the ongoing case load. Corporation Counsel will be unable to process their cases without additional attorney time.

Obtaining more attorney time is crucial to meeting time lines embedded within CHIPS process.

Because CHIPS involves state action that deprives parents of the right to their own children, federal and state law requires that an initial hearing be held within 48 hours before a magistrate to show probable cause that continuing placement in the home of a parent is “contrary to the welfare” of the child. The law requires that a petition setting forth the grounds be filed by the time of the hearing. A further hearing to obtain a plea is required after 30 days. Adjudication by a judge or jury (if requested by a party) of the grounds set forth in the petition is required in the next 30 days. Disposition, which is the formal court order setting out conditions for return home and warnings that termination of parental rights can occur if parents fail to meet conditions, is required in the next 30 days.

Drug addiction is particularly problematic when attempting to return children to the care of a

parent. Parents often relapse into drug use even after children are returned to their care, necessitating the Department of Social Services to remove them again. While many children are returned to a parental home permanently, others are continued in placement with relatives who are not legally responsible for them or in foster care or other forms of substitute care such as group homes or residential treatment.

While children wait for permanence, the Department of Social Services is required to provide

intense monitoring and services to assist parents in meeting conditions for return of the child and of the treatment and care needs of the child.

Revised 7/18/14



service and/or address community needs? As indicated above, an additional attorney will result in the ability to serve the Department of

Social Services, the parents and children involved and the community by assuring that time requirements in CHIPS cases are met. Beyond obtaining a court order, everyone further benefits from attorney time to help achieve permanence as follows:

In Wisconsin, guardianship and adoption are the two preferred methods to achieve permanence

for children that are not returned to a parental home. A specific legal process, which requires the drafting and filing of several legal documents and the holding of court hearings, is required to create the legal relationship between an adult and a child known as “guardianship.”

Termination of parental rights involves an even more detailed legal process that must be

complied with before a child can be placed for adoption. Expanding the amount of attorney time available to handle minor guardianship and termination of parental rights cases will shorten the timeframe for initiating legal actions that will provide for a child’s long term health and safety needs. In turn, the devotion of additional legal guidance to the Department of Social Services aimed at securing permanence for children placed under court order should increase the efficiency of case management for Social Services as it provides a solution that does not require intense monitoring.

The new position improves customer service by expediting stability in the life of an abused or

neglected child as well as the caretakers of the child. Finally, it addresses the community need to have a timely and sound approach to provide for abused and neglected children.


the position? Duties are shared among the attorneys in the office and the attorneys are currently working to

capacity. The only means of taking on additional workload is to create another position or begin contracting for services. The County Board could also consider transferring the responsibilities for prosecution of CHIPS, guardianships and TPR cases to the District Attorney. Pursuant to statute, such an action can only be effective in September of odd-numbered years, with notice to the Wisconsin Department of Administration no later than January 1 of odd-numbered years.

F. What will be the effect if the proposed position is not created?

As indicated above, the number of CHIPS petitions is on track to exceed 200 for 2016, which will bring overall placement number to approximately 400 in three years. The historical practice of one attorney being responsible for prosecution of all CHIPS actions is unsustainable

Many of the children involved in out-of-home placements have special needs that must be

addressed by care providers over the long term. The increasing numbers of children placed in care will result in a larger backlog of CHIPS cases that are at the point where a minor guardianship or termination of parental rights is the next procedural step. It will also result in decreased efficiency for Social Services as they must conduct more reviews on open CHIPS cases increasing the working hours required for case management. It also means delays in meeting a child’s long term care needs.

Revised 7/18/14


G. What criteria will you use to monitor the effectiveness and performance of the position? (Increasing revenues, improved customer service, decreasing costs, enhancing services, etc?)

Both MCDSS and the State of Wisconsin track the time between initial out-of-home placement

of children and achievement of “permanence,” as described above. An increase in the number drug-related out-of-home placements is a nation-wide trend. It is anticipated that expanded attorney time would result in a decrease in time between initial placement and long term guardianship or adoption.


A. List the specific duties position will perform plus the approximate percentage of time to be spent on each duty. Corporation Counsel Attorney services are expended at all stages of the Child Protection process. Attorneys make themselves available for legal consultation during the initial investigation and removal process to provide guidance to social workers on a wide variety of issues, including jurisdiction and venue, the existence of legal grounds for institution of an action under Chapter 48, and whether existing facts legally support a removal of the respective child or children from a parental home. Similarly, attorney time is devoted to the ultimate prosecution of CHIPS actions. Corporation Counsel conducts an initial case review, drafts each petition, attends all court hearings, and prepares all necessary court pleadings and orders through the dispositional hearing. Even after disposition Corporation Counsel continues to provide legal consultation on a wide variety of issues and remains responsible for the prosecution of all post-dispositional legal proceedings, including revisions, extensions, contested change of placement hearings and permanency plan reviews. meeting with case workers to discuss appropriate legal actions, preparing legal documents and filing for minor guardianships under Wis. Stats. Ch. 48 and Ch. 54 and for termination of parental rights, preparing for and appearing in court on stipulated and contested matters, and preparing court orders, as well as making sure that proper legal procedures are followed. This position would also be responsible for handling appellate cases stemming from the increased number of guardianships and TPRs. Duties of the position will also include preparing procedural reference materials and training for social workers when required and working with judges on procedural matters. It would be anticipated that the new position would split time 50% new CHIPS and 50% Guardianship and TPR


another department to meet your needs? Why or why not? Social Services will use Corporation Counsel expertise to assist in case management decisions.

The courts look to Corporation Counsel for clarification and input on procedural matters. The expertise of another department will not meet our needs as the expanded duties must be performed by a licensed attorney.

C. If the work is currently being done by the County, how is it being accomplished (contract basis, temporary

help, current employee, etc.)? Why is this arrangement no longer acceptable? Currently, the work is being done by the Deputy Corporation Counsel with assistance of .25 FTE time from an Assistant Corporation Counsel, but as the number of out-of-home placements has

Revised 7/18/14


increased, less attorney time is available to provide consultation and assistance to individual social workers seeking assistance and advice for pursing Guardianship and Termination of Parental Rights actions. The Department of Social Services has requested three additional ongoing social worker positions to reduce their individual case load. But the increased number of social workers will result in a dramatic increase in the number of guardianship and termination of parental rights actions requested by Social Services. An increased workload for the Deputy Corp Counsel is not sustainable. As indicated above, he has logged over 200 hours of time over and above normal work hours. The office needs a permanent solution to address the need rather than an incremental approach which is inefficient and not cost effective in the long run.




Amount of County tax levy: % of total costs: 62%

Amount of any outside funding: % of total costs: 38%

Source of outside funding: IV-E Funding Length of outside funding: Likelihood of funding renewal: Would this outside funding be used to offset the levy if not used for this position?


the cost of the position? If yes, how?




What is the recommendation of the committee of jurisdiction? NOTE: An updated or new Position Description Questionnaire (PDQ) may be necessary to complete the job evaluation process. Signature of Supervisor/Manager Completing Request Date

Revised 7/18/14


Scott M. Corbett 7-7-2016 Department Head Signature Date

RESOLUTION # R-______- 16 APPROVE 2016 BUDGET TRANSFERS FOR MARATHON COUNTY

DEPARTMENT APPROPRIATIONS

WHEREAS, Section 65.90(5)(a) dictates that appropriations in the Marathon County budget may not be modified unless authorized by a vote of two-thirds of the entire membership of the County Board of Supervisors, and WHEREAS, the Human Resources, Finance and Property Committee has reviewed and does recommend the 2016 transfers listed below, and NOW, THEREFORE, BE IT RESOLVED the Marathon County Board of Supervisors authorize and direct the budget transfers as listed below: Transfer from: Social Services-176-501/517-Direct Payments (AF/GH) Transfer to: Social Services-176-501/517-Direct Payments (Treatment Foster

Care/group Home) Amount: $1,354,084 Re: Transfer funding for out of home placements to appropriate care level

Transfer from: Social Services-178-552 State Grants and Aid Transfer to: Social Services-178-552 Other Professional Services-Income Maintenance

Consortium

Amount: $30,442 Re: Marathon County is the fiscal agent for the four county Income Maintenance

Consortium and process all eligibility determinations for FoodShare, Medicaid, Kinship Care and Caretaker Supplements for the four County consortium

Transfer from: Health-371-386-State grant Transfer to: Health-371-386 Salaries/Other Professional Services Amount: $6,000 Re: Grant Funding for Tuberculosis Dispensary 2015-16

Transfer from: Health-371-386-State grant Transfer to: Health-371-386-Expenditures Amount: $9,355 Re: Increase adult immunization rates

That a Class 1 Notice of this transaction be published within (10) days of its adoption; BE IT FURTHER RESOLVED that the County Board of Supervisors hereby authorizes and directs the Marathon County Clerk to issue checks pursuant to this resolution and the Marathon County Treasurer to honor said checks. BE IT FURTHER RESOLVED that the proper officers of Marathon County are hereby authorized and directed to take all actions necessary to effect this policy. Respectfully submitted this 19th day of July 2016.

HUMAN RESOURCES, FINANCE AND PROPERTY COMMITTEE

___________________________ ___________________________

___________________________ ___________________________

___________________________ ___________________________

___________________________________

Fiscal Note: This resolution modifies the revenues and expenditures for various County funds. There is no additional County levy appropriated in this resolution.

MARATHON COUNTY

Request Authorization for Change in Budget / Transfer of Funds Instructions for using this form: [This form must be completed and submitted electronically.]

Email your completed form to Jill Zeinert in Finance, with a “cc” to your Department Head. Forms which are incomplete, incorrect, out of balance or have not been “cc’d” to your Department Head will be returned to the originating party.

DEPARTMENT: FACILITIES & CAPITAL MGMT BUDGET YEAR: 2016

I, the undersigned, respectfully request that the Finance, Property & Facilities Committee approve the following change in budget / transfer of funds as discussed in the attached supplemental information:

From:

Action Account Number Account Description Amount

☐Exp Decr ☒Rev Incr 146‐24089924 Trnsf from fund balance‐Jail Assessment 10,300

☐Exp Decr ☐Rev Incr Click to enter GL Click here to enter text. Enter amount







To:


☒Exp Incr ☐Rev Decr 146‐24092136 Jail Structual Invest Project 10,300

☐Exp Incr ☐Rev Decr Click to enter GL Click here to enter text. Enter amount







Requested By (Dept Head or Designee): Michael Lotter Date: 6/21/2016

Funds Available, Verified By: Date:

Authorized/Approved By Finance, Property & Facilities Committee Minutes: Date

Transfer Entered By: Date:

MARATHON COUNTY

Request Authorization for Change in Budget/Transfer of Funds—Supplemental Information NOTE: Attach this supplemental information to the original Change in Budget/Transfer of Funds form. All questions must be completed by the requesting department, or the Transfer form will be returned.

1. What is the Name of this Program/Grant? (Do NOT use abbreviations or acronyms)

Jail Assessment fund 2. Provide a brief (2‐3 sentences) description of what this program does.

Slab analysis and design evaluation

3. This Program is (check one only):

☒ An Existing Program.

☐ A New Program.

4. What is the reason for this budget transfer?

☒ Carry‐over of Fund Balance. ☐ Increase/Decrease in Grant Funding for Existing Program.

☐ Increase/Decrease in Non‐Grant Funding (such as tax levy, donations, fees) for Existing Program.

☐ Set up Initial Budget for New Grant Program.

☐ Set up Initial Budget for New Non‐Grant Program.

☐ Other. Please explain: Click here to enter text.

5. If this Program is a Grant, is there a “Local Match” Requirement?

☒ This Program is not a Grant.

☐ This Program is a Grant, but there is no Local Match requirement.

☐ This Program is a Grant, and there is a Local Match requirement of (check one):

☐ Cash (such as tax levy, user fees, donations, etc) ☐ Non‐cash/In‐Kind Services (Describe the non‐cash match below):

Click here to enter text. 6. Does this Transfer Request increase any General Ledger Account Code in the 8000’s (Capital Outlay)?

☒ No. ☐ Yes, the Amount is Less than $30,000.

☐ Yes, the Amount is $30,000 or more AND (check one box):

☐ The capital request HAS been approved by the CIP Committee.

☐ The capital request HAS NOT been approved by the CIP Committee.

FOR FINANCE DEPARTMENT USE ONLY:

10% of program, appropriation unit or fund? ☐Yes ☒ No Budget Transfer Resolution Required? ☐Yes ☒ No

MARATHON COUNTY



DEPARTMENT: SOCIAL SERVICES BUDGET YEAR: 2016


From:


☐Exp Decr X Rev Incr 178 552 8 2451 PRVD SRV & ADMIN‐STATE GRT&AID 30,442

☐Exp Decr ☐Rev Incr







To:


X Exp Incr ☐Rev Decr 178 552 9 2190 OTHER PROFESSIONAL SERVICES $30,442

☐Exp Incr ☐Rev Decr







Requested By (Dept Head or Designee): Vicki Tylka Date: 6/10/2016




MARATHON COUNTY



Department of Health Services – Income Maintenance Consortium 2. Provide a brief (2‐3 sentences) description of what this program does.

Eligibility determination for FoodShare, Medicaid, Kinship Care, and Caretaker Supplement. Marathon County is the fiscal agent for a four‐county consortium.

3. This Program is (check one only): X An Existing Program.

☐ A New Program.


☐ Carry‐over of Fund Balance.

X Increase/Decrease in Grant Funding for Existing Program.




☐ Other. Please explain:

Split types of placements into separate GL accounts for better tracking and reporting 5. If this Program is a Grant, is there a “Local Match” Requirement?

☐ This Program is not a Grant.

X This Program is a Grant, but there is no Local Match requirement.


☐ Cash (such as tax levy, user fees, donations, etc)

☐ Non‐cash/In‐Kind Services (Describe the non‐cash match below):


X No.

☐ Yes, the Amount is Less than $30,000.





10% of program, appropriation unit or fund? ☐Yes x No Budget Transfer Resolution Required? xYes ☐ No

MARATHON COUNTY



DEPARTMENT: SOCIAL SERVICES BUDGET YEAR: 2016


From:


X Exp Decr ☐ Rev Incr 176 501 9 7171 DIR PYMTS – AF/GH $973,017

XExp Decr ☐Rev Incr 176 517 9 7171 DIR PYMTS – AF/GH $381,067







To:


X Exp Incr ☐Rev Decr 176 501 9 7174 DIR PYMTS – TFC $408,172

XExp Incr ☐Rev Decr 176 501 9 7161 DIR PYMTS – GROUP HOME $564,845

XExp Incr ☐Rev Decr 176 517 9 7174 DIR PYMTS ‐ TFC $233,435

XExp Incr ☐Rev Decr 176 517 9 7161 DIR PYMTS – GROUP HOME $147,632





Requested By (Dept Head or Designee): Vicki Tylka Date: 6/9/2016




MARATHON COUNTY



Out of Home Placement s 2. Provide a brief (2‐3 sentences) description of what this program does.

Provides funding for out of home placements for children.

3. This Program is (check one only): X An Existing Program.

☐ A New Program.


☐ Carry‐over of Fund Balance.

☐ Increase/Decrease in Grant Funding for Existing Program.




X Other. Please explain: Split types of placements into separate GL accounts for better tracking and reporting



X This Program is a Grant, but there is no Local Match requirement.


☐ Cash (such as tax levy, user fees, donations, etc)

☐ Non‐cash/In‐Kind Services (Describe the non‐cash match below):


X No.

☐ Yes, the Amount is Less than $30,000.





10% of program, appropriation unit or fund? xYes No Budget Transfer Resolution Required? xYes No

MARATHON COUNTY



DEPARTMENT: HEALTH BUDGET YEAR: 2016


From:


☐Exp Decr ☒Rev Incr 371‐386‐8‐2446 Oth Health Care Serv‐St G $6,000








To:


☒Exp Incr ☐Rev Decr 371‐386‐9‐1110 Salaries‐Permanent‐Regular $4,000

☒Exp Incr ☐Rev Decr 371‐386‐9‐2190 Other Professional Service $2,000







Requested By (Dept Head or Designee): Joan Theurer, Health Officer Date: 6/9/2016




MARATHON COUNTY



Tuberculosis Dispensary 2015‐2016 2. Provide a brief (2‐3 sentences) description of what this program does.

The grant period is 7/1/2015‐6/30/2016. This is federal money allocated through the state to reimburse MCHD for specific costs associated with caring for suspect or active cases of TB who do not have other health insurance.



☐ A New Program.


☐ Carry‐over of Fund Balance. ☒ Increase/Decrease in Grant Funding for Existing Program.




☐ Other. Please explain:



☒ This Program is a Grant, but there is no Local Match requirement.









10% of program, appropriation unit or fund? ☐Yes ☒ No Budget Transfer Resolution Required? ☒Yes ☐ No

MARATHON COUNTY





From:


☒Exp Decr ☐Rev Incr 376‐391‐9‐1110 Salaries‐Permanent‐Regular $1,716

☒Exp Decr ☐Rev Incr 376‐391‐9‐1510 Social Security Employers $131

☒Exp Decr ☐Rev Incr 376‐391‐9‐1520 Retirement Employers Share $113

☒Exp Decr ☐Rev Incr 376‐391‐9‐1543 Income Continuation Insur $6

☒Exp Decr ☐Rev Incr 376‐391‐9‐1545 Post Employee Health Plan $17

☒Exp Decr ☐Rev Incr 376‐391‐9‐1560 Workers Compensation Paym $77

☒Exp Decr ☐Rev Incr 376‐391‐9‐1580 Unemployment Compensation $1

☒Exp Decr ☐Rev Incr 376‐391‐9‐3130 Printing /Duplication $50

To:


☐Exp Incr ☒Rev Decr 376‐391‐8‐2446 Oth Health Care Serv‐St G $2,331












MARATHON COUNTY



Wisconsin Asthma Coalition 2016‐2017 2. Provide a brief (2‐3 sentences) description of what this program does.

The Marathon County Asthma Coalition is committed to enhancing community awareness, education and management of asthma through collaboration of community services to improve the quality of asthma care in Marathon County. Currently, the MarathJon County Asthma Coalition’s main project is the School Walkthrough Program. The goal of the School Walkthrough program is to increase school attendance by reducing exposure to environmental asthma triggers found within the school.



☐ A New Program.


☐ Carry‐over of Fund Balance. ☐ Increase/Decrease in Grant Funding for Existing Program.




☒ Other. Please explain: Remove existing budget as we were not funded for the 2016‐2017 fiscal year. Children’s Health Alliance no longer offers mini‐grants.













MARATHON COUNTY





From:


☒Exp Decr ☐Rev Incr 376‐391‐9‐3250 Registration Fees/Tuition $50

☒Exp Decr ☐Rev Incr 376‐391‐9‐3321 Personal Auto Mileage $100

☒Exp Decr ☐Rev Incr 376‐391‐9‐3360 Lodging $70






To:














MARATHON COUNTY



Wisconsin Asthma Coalition 2016‐2017 2. Provide a brief (2‐3 sentences) description of what this program does.

The Marathon County Asthma Coalition is committed to enhancing community awareness, education and management of asthma through collaboration of community services to improve the quality of asthma care in Marathon County. Currently, the MarathJon County Asthma Coalition’s main project is the School Walkthrough Program. The goal of the School Walkthrough program is to increase school attendance by reducing exposure to environmental asthma triggers found within the school.



☐ A New Program.






☒ Other. Please explain: Remove existing budget as we were not funded for the 2016‐2017 fiscal year. Children’s Health Alliance no longer offers mini‐grants.













MARATHON COUNTY





From:


☐Exp Decr ☒Rev Incr 392‐404‐8‐2446 Oth Health Care Serv‐St Grnt $9,355








To:


☒Exp Incr ☐Rev Decr 392‐404‐9‐1110 Salaries‐Permanent‐Regular $8,705

☒Exp Incr ☐Rev Decr 392‐404‐9‐3321 Personal Auto Mileage $200

☒Exp Incr ☐Rev Decr 392‐404‐9‐3190 Office Supplies $150

☒Exp Incr ☐Rev Decr 392‐404‐9‐3130 Printing $300









MARATHON COUNTY



Adult Immunization 2. Provide a brief (2‐3 sentences) description of what this program does.

The purpose of this grant is to increase HPV immunization rate in 19‐26 year olds in Marathon County.


☐ An Existing Program.

☒ A New Program.




☒ Set up Initial Budget for New Grant Program.


☐ Other. Please explain: Click here to enter text.












10% of program, appropriation unit or fund? ☐Yes ☒ No Budget Transfer Resolution Required? ☒Yes ☐ No

Task Description Date

1 Draft RFP Companies make copies for RFP Committee

Wednesday, June 1, 2016Tuesday, June 14, 2016Tuesday, June 22, 2016Tuesday, June 28,2016Tuesday, July 12, 2016

2 Announce plan for WC RFP to HR, Finance and Property Committee and ask if anyone is interested in being on Selection Committee

Monday, July 11, 20163 Finalize statistical data for claims from 1/1/10 to 6/30/16: plus open claims prior to 2011 Tuesday, July 12, 20164 Establish Selection Committee Wednesday, July 13, 20165 Finalize RFP Wednesday, July 13, 20166 Draft RFP reviewed by Corporation Counsel Office Thursday, July 14,. 20167 Publish / Advertise RFP - Website, Known TPA, Newspaper Monday, July 18, 20168 Last day for TPA to submit written questions Wednesday, July 27, 20169 Publish/Post answers to TPA questions

http://vendornet.state.wi.usand http://www.co.marathon.wi.us

Wednesday, August 3, 2016

10 Deadline date for submission by 4:00 pm (sealed RFP) Friday, August 12, 201611 Distribute proposals to Selection Committee Wednesday, August 17, 201612 Committee Review, summarize responses; analysis - 2 90-minutes meetings

Select interview groupAugust 23, 2016 and August 31, 2016back-up dates Aug 30 or Sept 1

13 Notify interview group of interview date + distribute follow-up questions, if any Tuesday, September 6, 201614 Notice to non-interview TPAs Tuesday, September 6, 201615 TPA Interviews / Presentations Tuesday, September 13, 201616 ERD Follow-Up Questions/ TPA Selection Thursday, September 15, 201617 TPA return answers to follow-up questions Friday, September 23, 201618 ERD Complete References Friday, September 30, 201619 ERD Final TPA Selection Monday, October 3, 201620 Notice to non-selected TPA Monday, October 3, 201621 HR, Finance and Property - FYI Monday, October 10, 201622 Department Head meeting - FYI Friday, October 14, 201623 Notice to Vendor Selected Monday, October 17, 201624 Notice to State WC Division, WMMIC, Safety National (Excessive Coverage) Monday, October 17, 201625 Notice to employees: November/December Newsletter - Website, safety committee,

providers, etc.Monday, October 17, 2016

26 Meet with selected TPA November and December, 201627 Contract start date Sunday, January 1, 2017

Workers Compensation TPA RFP Timeline

Outside Agency Accounting Allocation Marathon County 2017 Budget

Version 1

Finance -By Function County Board

Clerk of

Courts Med Exam Co Admin Co Clerk ER Finance Treasurer Corp Counsel DA ROD CPZ FCM Sheriff EM Highway CWA Health

Solid

Waste

Social

Services Vets ADCR‐CW Library

Parks‐60%

monthly

allocation to

City UWEX Other Total

Charges to

outside

Departments

Payroll‐# of pay stubs 4% 4% 1% 0% 0% 1% 1% 1% 1% 2% 1% 3% 3% 23% 0% 9% 3% 5% 1% 12% 0% 9% 6% 10% 0% 100%

Accting/Financial Reporting‐# of AP checks 0.0% 7.5% 0.0% 0.2% 0.5% 1.7% 0.4% 0.3% 0.4% 1.2% 0.2% 1.6% 4.9% 5.5% 0.1% 14.0% 2.7% 1.4% 2.4% 15.4% 0.2% 14.7% 5.2% 16.2% 1.2% 1.9% 100%

ALLOCATION OF MONTHLY PROCESSING FEE-PAYROLL 6,344.97 6,345 1,586 - - 1,586 1,586 1,586 1,586 3,172 1,586 4,759 4,759 36,484 - 14,276 4,758.73 7,931 1,586 19,035 - 14,276 9,517 9,517 - - 158,624 30,139

ALLOCATION OF MONTHLY PROCESSING FEE‐ACCOUNTING ‐ 14,113 ‐ 431 898 3,201 674 580 786 2,246 374 3,051 9,190 10,238 187 26,204 5,072 2,695 4,492 28,884 374 27,440 9,639 18,216 2,246 3,575 186,952 55,220

Estimated Monthly charges 6,345 20,458 1,586 431 898 4,787 2,260 2,166 2,372 5,419 1,961 7,810 13,949 46,722 187 40,481 9,831 10,627 6,078 47,919 374 41,716 19,157 27,733 2,246 3,575 345,577 85,359

Estimated number of FTE 1 1 3 2 Payroll Procesing Fees‐Allocated Positions hire/terms 75.00$ 75$ 75$ 225$ 150$ 525 Estimated number of FTE 4 1 30 30

Payroll Procesing Fees‐Seasonal/Temp Positions‐Hire 75.00$ 300$ 75$ 2,250$ 2,250$ 4,875

Estimated number of FTE 6 1 4 168

Payroll Procesing Fees‐Terminate/Change status 75.00$ 450$ 75$ 300$ 12,600$ 13,425

TOTAL COST TO ALLOCATE TO OUTSIDE DEPARTMENTS 10,656$ 6,303$ 44,491$ 42,733$ 104,184$

HOURLY RATE FOR PAYROLL PROCESSING 76.26$ 30%

CURRENT 2016 COSTS Salary Fringes Total FTE alloaction 2016 Allocation Total Monthly Billed Charges TOTAL Accounting Charges

Price of .5 Accounting Professional 60,427 28,229 88,656 50% 88,656 2017 Outside Departments

Price of .75 FTE -Senior Accounting Professional 64,458 28,833 93,291 75% 69,968 Increase from 2015/2016

Total Payroll-monthly processing (No AP processing charged) 124,885 57,062 181,947 1.25 158,624 Payroll Processing 30,139

PROPOSED 2017 COST

Price of .25 Accounting Professional 61,636 28,935 90,570 25% 90,570 Accounting (AP) Processing 55,220

Price of 1.0 Accounting Specialist 42,160 29,709 71,869 100% 71,869 Total monthly charges 85,359 89,000

Price of .25 FTE -Senior Accounting Professional 69,511 29,429 98,940 25% 24,735 Total ERF Processing Fees 18,825 32,575 17,391

Total Accounting/Financial reporting 173,307 88,073 261,379 1.50 187,174 Total Fiscal Fees 104,184 32,575 71,609

Total Accounting/Financial reporting

2016

2017 Charges 2015 Recovery

Payroll checks by department by year Charges to Outside Departments 2017

code deparment

Actual year

2015 % of total 2014 % of total 2013 % of total 2012 % of total 2011 % of total

510 County Board 983 4% 988 4% 988 4% 973 4% 988 4%

520 Clerk of Courts 964 4% 1,048 5% 1,018 4% 986 4% 1,000 4%

520C Med Examiner 167 1% 151 1% 100 0% 87 0% 92 0%

530 County Administration 108 0% 108 0% 116 1% 110 0% 109 0%

540C County Clerk 108 0% 124 1% 137 1% 146 1% 151 1%

540P Employee Resources 206 1% 216 1% 176 1% 157 1% 157 1%

550F Finance 169 1% 165 1% 205 1% 219 1% 206 1%

550T Treasurer 140 1% 140 1% 141 1% 157 1% 174 1%

560C Corporation Counsel 193 1% 200 1% 215 1% 208 1% 212 1%

560D District Attorney 368 2% 377 2% 374 2% 357 2% 362 2%

570 Register of Deeds 213 1% 215 1% 218 1% 209 1% 220 1%

585 CPZ 694 3% 639 3% 671 3% 636 3% 662 3%

590 Facilities and Capital Mngt 709 3% 744 3% 743 3% 708 3% 773 3%

610 Sheriff 5,481 23% 5,229 23% 5,049 22% 4,904 22% 5,129 22%

650 Emergency Management 82 0% 103 0% 125 1% 117 1% ‐ 0%

670 Highway 2,166 9% 2,153 9% 2,132 9% 2,069 9% 2,154 9%

730 CWA 613 3% 609 3% 676 3% 650 3% 695 3%

740 Health 1,226 5% 1,265 5% 1,320 6% 1,216 5% 1,255 5%

795 Solid Waste 218 1% 212 1% 161 1% 143 1% 131 1%

810 Social Services 2,826 12% 2,866 12% 2,785 12% 2,677 12% 2,790 12%

850 Veterans 78 0% 81 0% 81 0% 78 0% 80 0%

860 ADRC 2,097 9% 1,843 8% 1,984 9% 2,162 10% 2,555 11%

870 Library 1,424 6% 1,447 6% 1,440 6% 1,382 6% 1,479 6%

915 Parks‐County est 40% 875 4% 874 4% 901 4% 861 4% 878 4%

915 Parks‐City est 60% 1,312 6% 1,310 6% 1,351 6% 1,291 6% 1,318 6%

825 UWEX 72 0% 75 0% 88 0% 89 0% 127 1%

TOTAL 23,492 100% 23,182 100% 23,195 100% 22,592 100% 23,697 100%

County Funcitons 67% 67% 67% 66% 65%

Other Government Functions 33% 33% 33% 34% 35%

ADDITIONAL COUNTY FUNDING

Department Classification Type of Funding Minimum Mid-Point Maximum Minimum Mid-Point MaximumCreate Admin Specialist (B21) 100% County 1.00 $57,033 $63,647 $70,260

$57,033 $63,647 $70,260 $0 $0 $0Expand Asst Corp Counsel from 50% to 75%

(C42)County&Federal Funding

0.25 $10,799 $11,873 $12,949 $20,963 $23,047 $25,137$10,799 $11,873 $12,949 $20,963 $23,047 $25,137

Create Sr IT Specialist(C41) 100% County Tax Levy

1.00 $76,825 $88,341 $99,855$76,825 $88,341 $99,855

Create Accounting Specialist (B23) 49% County Tax Levy & 51% Outside Funds

1.00 $31,375 $35,216 $39,057 $32,656 $36,653 $40,652

$31,375 $35,216 $39,057 $32,656 $36,653 $40,652Expand .50 Admin Spec (B21) to a 1.0

Accounting Spec(B23)100% County Tax Levy

0.50 $44,567 $49,089 $53,626$44,567 $49,089 $53,626

Create Maintenance Supervisor 50% Co Tax Levy 50% City Tax Levy

1.00 $37,835 $42,772 $47,710 $37,835 $42,772 $47,710$37,835 $42,772 $47,710 $37,835 $42,772 $47,710

Create Communication Specialist (B22) 100% County Tax Levy

1.00 $60,532 $67,757 $74,985$60,532 $67,757 $74,985

Create Waste Mngt Spec (B22) 100% Tipping Funds 1.00 $62,051 $69,543 $77,036$62,051 $69,543 $77,036

6.75 $318,966 $358,695 $398,442 $153,505 $172,015 $190,5356.75 $472,471 $530,710 $588,977

Create .6 Administrative Spec (B21)

& Abolish .5 Administrative Coord (B23)0.10 $109 $122 $136 $163 $204 $227

*CORPORATION COUNSEL HAS $23,293 in budget for this year, employee will be retiring in August 2016.Create Asst Corporation Counsel( C42) County & Non Levy

Funding 1.00 $59,805 $69,040 $78,275 $22,119 $25,535 $28,951

1.00 $59,805 $69,040 $78,275 $22,119 $25,535 $28,951Create Public Health Professional (C42) 100% Grants 1.00 $80,250 $92,453 $104,655

1.00 $80,250 $92,453 $104,655

Create Social Services Professional(C42) 100% County Tax Levy

1.00 $80,250 $92,453 $104,655Create Social Services Professional(C42) 100% County Tax

Levy 1.00 $80,250 $92,453 $104,655

Create Social Services Professional(C42) Lead Social Worker at higher rate.

100% County Tax Levy

1.00 $82,330 $94,533 $106,7353.00 $242,830 $279,439 $316,0455.10 $302,744 $348,601 $394,456 $102,532 $118,192 $133,833

REV. 7/7/2016

Request to fill three positions 9/1/16 pending CB approval. No added tax levy for remainder of 2016 as SSD funds available. 100% tax levy for 2017 and beyond. Not included in ranking for 2017 requests. Resolution to CB 7/19/16.

TOTAL

3Request to fill 10/1/2016. Grant funding to be determined in September 2016. Resolution to CB 7/19/16.

HealthTOTAL INCREASE

TOTAL INCREASE

Social Services

8

6 - ON HOLDPending PRF reorg.6 Parks/Rec/For

Admin Team Ranking

10

1

2

9

5

7

New & Expanded Position Requests - 2017NON LEVY OR GRANT FUNDINGCreate/

Expand/Eliminate

ADDITIONALHuman Resources&Finance,Property Committee Ranking/RecommendationFTE

1 Clerk of Courts2 Corp Counsel

TOTAL INCREASE

TOTAL INCREASE

0.10 $109

GRAND TOTAL INCREASE IN FTE'S & FUNDING (County & Other Funding)Request To Immediate Fill – 2016 Estimated Cost

TOTAL

Request to fill 7/1/16. Approved by HRC/FP Committee on 6/27/16. Resolution to CB 7/19/16.4

$227$122 $136

TOTAL INCREASE

$163 $204Corp Counsel County & Non Levy Funding

Solid Waste9

TOTAL INCREASE 3 District Attorney

TOTAL INCREASE

TOTAL INCREASE

TOTAL INCREASE

TOTAL INCREASE

TOTAL INCREASE

4

Sheriff's8

Finance

5 Highway

Request to fill pending CB approval. Resolution to CB 7/19/16.Corp Counsel

TOTAL INCREASE

Administrative Specialist B21Clerk of CourtsFTE = 100%

DBM 221 $32,954 $38,721 $44,487

Health ‐ Family 1713.08 $17,967 $17,967 $17,967

Dental ‐ Family 58.56 $703 $703 $703


FICA Medicare Rate 1.45% $478 $561 $645




PEHP $22 $572 $572 $572


2016 Proposed

Rates



Revised 7/18/14




Department: CLERK OF COURTS Date: 2-5-2016

Position Requested: TRAFFIC/CRIMINAL FRONT WINDOW FT X PT FTE 100% (If unsure of classification, indicate “To be determined”) Number of Positions: 1

Division Position Will Be Assigned To: N/A


Projected Start Date of Position: ASAP Priority Number of This Position: If you are requesting more than one position, prioritize all your requests and indicate the priority number of position.


A. Is this position request compatible with the County’s mission statement? YES

B. What is your department’s mission statement and how does position support this mission and/or department strategic plan? Customer service would increase and moral would increase because of the additional help with Traffic/Criminal case processing.



service and/or address community needs? More personnel that can help customers at the window will enhance customer service greatly


the position? See attached

F. What will be the effect if the proposed position is not created? The personnel covering all the workload/windows are being overwhelmed on a daily basis


revenues, improved customer service, decreasing costs, enhancing services, etc?) There would be better customer service if the window/counter personnel were better able to keep up it would improve everyone’s stress level


A. List the specific duties position will perform plus the approximate percentage of time to be spent on each duty. This would be a full time window/counter position in the Traffic Division with backup duties of helping the Criminal Division


another department to meet your needs? Why or why not? No for obvious reasons

Revised 7/18/14


C. If the work is currently being done by the County, how is it being accomplished (contract basis, temporary help, current employee, etc.)? Why is this arrangement no longer acceptable? N/A


A. What is the anticipated total cost of this position? (Include salary; benefits; office space, remodeling, furniture, and equipment; travel; and other applicable costs.) Base salary would be approx. $36,000 per year.

B. Explain specifically how position will be funded. See attached.

Amount of County tax levy: % of total costs:

Amount of any outside funding: % of total costs:

Source of outside funding: Length of outside funding: Likelihood of funding renewal: Would this outside funding be used to offset the levy if not used for this position?


the cost of the position? If yes, how? NO

D. Does the proposed position provide preventive services that will lead to cost avoidance or more extensive services in the future? OR Can the proposed position be justified as an investment with future benefits to the County greater than the cost of the position? If yes, how? NO


NO V. COMMITTEE OF JURISDICTION

What is the recommendation of the committee of jurisdiction? NOTE: An updated or new Position Description Questionnaire (PDQ) may be necessary to complete the job evaluation process. Signature of Supervisor/Manager Completing Request Date Department Head Signature Date Shirley Lang 2-5-16

Revised 7/18/14


II. FULL EXPLANATION OF NEED FOR POSITION As a little background, the position I am requesting is not a new position, this position has been a position in the COC office for many years but somehow this position (Traffic/Criminal) became combined with the Juvenile Division and juveniles were moved to the front counter.

It is my belief that juvenile matters are too confidential to be discussed at the front counters so I have moved the Juvenile Division back to an inner office which leaves a vacant Traffic/Criminal front counter position. Corp Counsel and the social workers can now come in and talk to the juvenile clerk about a case without fear of someone overhearing confidential information. The juvenile clerk handles approx. 500 new juvenile case filings every year and we have juvenile hearings scheduled every afternoon so therefore, that much confidential information being discussed at a front counter window made me very nervous. But, by taking that extra person away from the Traffic/Criminal area it has made extra work for all the other counter personnel. Traffic opens over 6500 cases and criminal opens over 3600 cases every year and we have 3 people that handle all those cases plus answer the phones and help people at the counter. It’s an overwhelming and very stressful job and by adding just one more person to help would greatly reduce the stress put on these people every day to try and keep up and that would have to also enhance better customer service. IV. POSITION COSTS AND FUNDING SOURCES The anticipated cost of this additional Administrative Specialist position with benefits would probably be close to $65,000 a year. Last year we had approx. $72,000 left in our payroll budget so this position could be funded with some of that. There were some positions that were open for a brief time in 2015 so that accounts for some of the excess funds left in payroll but any additional funding would be minimal. This is not an extravagant position request it is just a basic needs request. All the equipment and resources are already available for this position so there are no additional equipment needs.

No Wage Adjustment InIncluded Due to Pay for Performance

FTE % 50.00%Annual Hours 1040Proposed DBM C42

Minimum Mid-Point Maximum

DBM C42, Asst Corp Counsel $26,603 $31,918 $37,242

Health Insurance ‐ Family $0 $0 $0

Dental Insurance ‐ Family $0 $0 $0

FICA Retirement/Medicare Rate 7.65% $2,035 $2,442 $2,849


Worker's Comp 4.50% $1,197 $1,436 $1,676


$31,631 $37,951 $44,281

FTE % 75.00%Annual Hours 1560Proposed DBM C42

Minimum Mid-Point Maximum

DBM C42, Asst Corp Counsel $39,905 $47,876 $55,864

Health Insurance ‐ Family $1,284.81 $15,418 $15,418 $15,418

Dental Insurance ‐ Family $43.93 $527 $527 $527

FICA Retirement/Medicare Rate 7.65% $3,053 $3,663 $4,274


Worker's Comp 4.50% $1,796 $2,154 $2,514


$63,393 $72,870 $82,367

$31,762 $34,920 $38,086Estimated Increase Based on 50% to 75%

Expand 50% Assistant Corporation Counsel PositionTo

75% Time Position

Asst. Corporation Counsel

Estimated Salary + Benefits

Item 2016 Rates $35.81 $25.58 $30.69

Estimated Salary + Benefits

$35.81 Position 2016 Rates $25.58 $30.69

Revised 7/18/14




Department: Office of Corporation Counsel Date: 2-29-2016

Position Requested: 50% FTE Assistant Corporation Counsel expanded to: 75% FTE Number of Positions: 1

Division Position Will Be Assigned To: Shelley Wells

Projected Start Date of Position: 1-1-2017 Priority Number of This Position: 2 (See Application for shared Admin. Asst. w/ Med. Examiner)


A. Is this position request compatible with the County’s mission statement? Yes Providing for the health and safety of children is a critical and essential function of the County.

Expanding the assistant corporation counsel position serves the broader mission of Marathon County, to be a preferred place to live, work, and do business by addressing a backlog of cases handled by the ongoing case management units of the Marathon County Department of Social Services.



Mission Statement: The Office of Corporation Counsel serves the collective safety and welfare of the residents of Marathon County by providing civil legal services, including enforcement, counsel, and referral for county departments and the County Board.

Marathon County Corporation Counsel has prosecuted Child in Need of Protection or Services (CHIPS) actions for the protection of abused and neglected children on behalf of the Marathon County Department of Social Services for more than 30 years. Guardianship and Termination of Parental Rights cases are the civil legal actions required to gain permanency for children who are not returned to their parental home because their parents have abandoned them or failed to meet court-ordered conditions for return home.



Over the last two years, Marathon County has placed more than 200 children in what amount to

temporary substitute care placements outside of a parental home, which is a significant increase from historical placement numbers. This substantial increase appears to be driven by the dramatic increase in the incidence of heroin and methamphetamine addiction that has been

Revised 7/18/14


well-documented within our community. Federal law requires that children placed in temporary substitute care be provided with a

permanent placement if they are placed outside of a parental home for 15 out the last 22 months. While many children are returned to a parental home, others are continued in placement with relatives who are not legally responsible for them or in foster care or other forms of substitute care such as group homes or residential treatment.

Drug addiction is particularly problematic when attempting to return children to the care of a

parent, as these issues often persist for significant periods, necessitating the Department of Social Services to seek out alternative methods of securing permanence, such as Guardianship or Adoption.


service and/or address community needs? In Wisconsin, guardianship and adoption are the two preferred methods to achieve permanence

for children that are not returned to a parental home. A specific legal process, which requires the drafting and filing of several legal documents and the holding of court hearings, is required to create the legal relationship between an adult and a child known as “guardianship,” through which the adult becomes legally responsible for the child. Termination of parental rights entails an even more detailed legal process that must be complied with before a child can be placed for adoption. Expanding the amount of attorney time available to handle minor guardianship and termination of parental rights cases will shorten the timeframe for initiating legal actions that will provide for a child’s long term health and safety needs. In turn, the devotion of additional legal guidance to the Department of Social Services aimed at securing permanence for children placed under court order should increase the efficiency of case management for Social Services as it provides a solution that does not require intense monitoring. The expanded position improves customer service by expediting stability in the life of an abused or neglected child as well as the caretakers of the child. Finally, it addresses the community need to have a timely and sound approach to provide for abused and neglected children.


the position? Duties are shared among the attorneys in the office and the attorneys are currently working to

capacity. The only means of taking on additional workload is to expand the hours of the half-time attorney or create another position.

F. What will be the effect if the proposed position is not created? Many of the children involved in out-of-home placements have special needs that must be

addressed by care providers over the long term. The backlog of CHIPS cases that are at the point where a minor guardianship or termination of parental rights is the next procedural step is likely to increase. It will also result in decreased efficiency for Social Services as they must conduct more reviews on open CHIPS cases increasing the working hours required for case management. It also means delays in meeting a child’s long term care needs.


revenues, improved customer service, decreasing costs, enhancing services, etc?)

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Both MCDSS and the State of Wisconsin track the time between initial out-of-home placement of children and achievement of “permanence,” as described above. An increase in the number drug-related out-of-home placements is a nation-wide trend. It is anticipated that expanded attorney time would result in a decrease in time between initial placement and long term guardianship or adoption.


A. List the specific duties position will perform plus the approximate percentage of time to be spent on each duty. The expanded duties will include – meeting with case workers to discuss appropriate legal actions, preparing legal documents and filing for minor guardianships under Wis. Stats. Ch. 48 and Ch. 54 and for termination of parental rights, preparing for and appearing in court on stipulated and contested matters, and preparing court orders, as well as making sure that proper legal procedures are followed. This position would also be responsible for handling appellate cases stemming from the increased number of guardianships and TPRs. Duties of the position will also include preparing procedural reference materials and training for social workers when required and working with judges on procedural matters.


another department to meet your needs? Why or why not? Social Services will use Corp Counsel expertise to assist in case management decisions. The

courts look to Corporation Counsel for clarification and input on procedural matters. The expertise of another department will not meet our needs as the expanded duties must be performed by a licensed attorney.

C. If the work is currently being done by the County, how is it being accomplished (contract basis, temporary

help, current employee, etc.)? Why is this arrangement no longer acceptable? Currently, the work is being done by the Deputy Corp. Counsel, but as the number of out-of-home placements through traditional CHIPS actions has increased, less attorney time is available to provide consultation and assistance to individual social workers seeking assistance and advice for pursing Guardianship and Termination of Parental Rights actions. The Department of Social Services has instituted a work-plan to secure permanence on a large number of open cases that calls for a dramatic increase in the number of guardianship and termination of parental rights actions going forward. An increased workload for the Deputy Corp Counsel is not sustainable. In addition to the increased number of out-of-home placements, law with respect to administrative appeals of child welfare findings that do not result in CHIPS prosecution changed. This has resulted in a significant increase in the number of appeals prosecuted by the Deputy. Corp Counsel.. The attorney for the proposed expanded position is currently assisting the Deputy Corp Counsel, and has been temporarily working extra hours to help with the need to initiate legal actions for minor guardianships and parental terminations. The office needs a permanent solution to address the need rather than a triage approach which is inefficient and not cost effective in the long run. Use of existing resources is also consistent with the objectives of LEAN process.



Revised 7/18/14



Amount of County tax levy: % of total costs:




the cost of the position? If yes, how?




What is the recommendation of the committee of jurisdiction? NOTE: An updated or new Position Description Questionnaire (PDQ) may be necessary to complete the job evaluation process. N/A Signature of Supervisor/Manager Completing Request Date Scott M. Corbett 2-25-2016 Department Head Signature Date

Senior IT Specialist C41District AttorneyFTE = 100%

DBM C41 $50,212 $60,253 $70,295

Health ‐ Family 1713.08 $17,967 $17,967 $17,967

Dental ‐ Family 58.56 $703 $703 $703






PEHP $22 $572 $572 $572

$76,825 $88,341 $99,855

Maximum

Total Estimated Cost - 1 position

Item 2016 Rates Minimum Mid-Point

Revised 7/18/14




Department: Marathon County District Attorney Date: March 1, 2016

Position Requested: IT Analyst- Network FT PT FTE % (If unsure of classification, indicate “To be determined”) Number of Positions: 2

Division Position Will Be Assigned To: NA


Projected Start Date of Position: January 1, 2017 Priority Number of This Position: 1(one) If you are requesting more than one position, prioritize all your requests and indicate the priority number of position.


A. Is this position request compatible with the County’s mission statement?

Mission

Marathon County Government serves people by leading, coordinating, and providing county, regional, and statewide initiatives. It directly, or in cooperation with other public and private partners, provides services and creates opportunities that make Marathon County and the surrounding area a preferred place to live, work, visit, and do business.

The position of IT Analyst is compatible with the County’s mission statement. Marathon County strives to be the healthiest, safest, and most prosperous county in the State of Wisconsin. The District Attorney is the head law enforcement officer in Marathon County and is responsible for ensuring the effective, efficient and uniform enforcement of the criminal laws and the administration of criminal justice throughout the county. The District Attorney’s Office reviews approximately 5200 investigations each year generated by the 16 law enforcement agencies that serve Marathon County. Law enforcement uses a variety of equipment and technological resources to aid and solve their investigations and the vast majority of their investigations include audio and visual recordings and/or digital evidence. The ability to receive and thoroughly review these recordings and digital evidence in a timely fashion is important in ensuring that Marathon County remains a safe community for all to enjoy.

B. What is your department’s mission statement and how does the position support this mission and/or department strategic plan?

Mission

The Marathon County District Attorney’s Office is committed to strengthening law enforcement’s relationship with the public; enhancing the quality of life for the citizens of Marathon County; and ensuring that crime victims be treated with sensitivity, fairness, compassion and respect.

The District Attorney’s Office consists of 11 attorneys including the District Attorney, Deputy District Attorney, and 9 Assistant District Attorneys. Each attorney reviews and evaluates law enforcement investigations to determine whether there has been a violation of state law or county ordinances. The proper and timely enforcement of the law is essential to the public’s relationship with law enforcement,

Revised 7/18/14


reduces stress and anxiety of the victims of crime, and best promotes the safety of Marathon County’s citizens.



Numerous advancements in technology have affected the method and mechanism by which crimes are

committed as well as the investigation and prosecution of crimes. As evidenced by the recent request for the Marathon County Sheriff’s Department Forensic Analyst position, law enforcement is committed to adapting to changing technologies to ensure community safety. In 2015, the District Attorney’s Office received 5,290 referrals from the sixteen different law enforcement agencies serving Marathon County. The District Attorney’s office not only receives referrals from the agencies within Marathon County but also receives referrals from other law enforcement agencies throughout Wisconsin and the United States and private citizens. These referrals may consist of written reports, photographs, forensic downloads of electronic devices, squad camera videos, audio recordings, video recordings, 911 calls, jail phone calls, in person jail video visits, on-line jail video visits, business surveillance videos, drug buy videos, text messages between drug dealers and confidential informants, audio recordings of conversations between drug dealers and informants, audio recordings of de-briefing sessions with drug informants, and/or jail surveillance videos. The District Attorney’s Office is responsible for gathering all the digital media, reviewing the media, redacting the media to protect victims of crimes pursuant to Chapter 950 of the Wisconsin Statutes, and providing the redacted media to defense counsel in a timely manner. If a case proceeds to a jury trial the District Attorney’s office must use technology in order to present the evidence to the jury in the most efficient and understandable manner. This often requires another set of redactions in all of the types of media in order to conform to the Wisconsin rules of evidence. The technology utilized by criminals is constantly changing and improving as is law enforcements’ technology to solve these crimes. Similarly, the District Attorney’s Office must keep pace with these changes in technology so the prosecutors can effectively present the evidence to the jurors and obtain convictions.

The vast majority of the 5,290 referrals received by the District Attorney’s Office include one or more

forms of digital evidence. The digital evidence starts with law enforcement’s dispatch to a scene. When a person calls the Marathon County dispatch center to request law enforcement assistance the call is recorded. These recordings are often used in the prosecution of criminal offenses. After this call, the dispatcher sends law enforcement to the scene. The radio communication system utilized by dispatch can be used as evidence in certain criminal cases.

The vast majority of the squad vehicles utilized in Marathon County are equipped with a squad camera

system. These cameras are activated whenever the emergency lights are activated and may also be manually activated by the officer. These cameras capture both video and audio inside the squad car and outside the squad car via a portable microphone worn by the officer. The Marathon County Sheriff’s Department has 36 deputies in its patrol division. Each of these 36 deputies operates a squad car equipped with a camera. The Sheriff’s Department was responsible for 1,391 referrals to the District Attorney’s Office in 2015. The Wausau Police Department employs 38 patrol officers. Each of these 38 patrol officers operates one of 21 marked squad cars equipped with a camera. In addition, each of the 38 patrol officers will be equipped with a body camera within the next six months. Between the squad cameras and the body cameras each and every police contact a patrol officer has will be recorded. The Wausau Police Department was responsible for 2,193 referrals to the District Attorney’s Office in 2015. The Wisconsin State Patrol enforces traffic and criminal laws on the state highways with eight Troopers patrolling in squad cars equipped with in-car camera systems that are activated to record the Trooper performing their duties. The State Patrol referred 286 matters for review in 2015. Because of the nature of the responsibilities of the State Patrol each and every contact is captured on video and/or audio recording. The Everest Metro Police Department employs 18 patrol officers and those officers utilize one of 9 marked squad cars. Each squad car operated by Everest Metro is equipped with cameras. Also, Everest Metro’s three detectives are equipped with body cameras to record their interaction with suspects and/or on scene activity. Everest Metro referred 653 cases for review to the District Attorney’s Office in

Revised 7/18/14


2015. These statistics only represent 4 of the jurisdictions who refer cases with digital media to the District

Attorney’s Office for review. If more than one officer responds to an incident the number of videos increases. In addition to squad and body cameras, officers from each of the jurisdictions also use hand held audio recording devices to record the activities and interviews on scene.

When a case is referred, the District Attorney’s Office becomes responsible for locating and downloading

each of the squad videos involved in a criminal matter. After locating and downloading the videos for the reviewing attorney, the office must then copy and provide the recording to the Defendant and his or her attorney. Each agency determines the method of storing squad videos and whether the District Attorney’s office has access to these videos or whether they must be requested from the agency. When multiple officers respond to an incident it becomes the District Attorney’s Office’s burden to identify which officers responded to scene. Not all officers who respond to the scene author a report or are identified in a report; therefore the legal secretary must read the reports and dispatch logs to determine which officers were present. After identifying all of the officers who responded the secretary must then enter into each of the agencies’ storage systems and locate each of the recordings. This is often time consuming and difficult. Often, the squad videos are not labeled to allow easy identification, this means that the secretary must open and view portions of the video to determine whether the video is relevant to the particular case or not. Body cameras will pose a particular issue for the office. Each of the videos will be recording all contacts the officer has with citizens in the community. Information that is not relevant to the current case, or legally cannot be disseminated must be redacted from these videos before they are turned over to defense counsel. At this time, it is not known how the District Attorney’s office will access these videos or how these redactions will be made.

One example of the volume of recordings that are received from the on-scene response to a crime is the

robbery of the US Bank in Schofield, Wisconsin in January 2015. On the date of the robbery, 25 law enforcement officers from three jurisdictions responded to the scene. As a result, there were 20 different video recordings captured by the in-squad cameras on scene. Each of these videos captured the officers’ entire time on the scene and each video had to be identified, located, retrieved, downloaded and copied by a legal secretary resulting in hours of work just to obtain and copy the recordings. In order to determine who responded to the scene, the secretary had to read through multiple police reports regarding the robbery. These 20 different recordings did not include the bank surveillance videos that had to be retrieved and reviewed, the follow up investigation that occurred which resulted in additional digital evidence, and suspect recordings that also needed to be retrieved and reviewed.

In addition to on-scene activity, the law requires that all juveniles and adult felony interviews of suspects

be recorded by audio and/or visual means. Again, each agency determines how these interviews will be recorded and how they will be stored. The programs that are utilized by the agencies may change without notice to the District Attorney’s Office. When this occurs, it falls upon the District Attorney’s Office to attempt to determine what system was used to record the interview as well as how it can be viewed on the office’s network. Interviews of suspects and victims often cover a wide range of information and sometimes this information may not be appropriate for release in discovery or during a trial. When it is learned that an interview contains information that cannot be released, either due to victim’s rights legislation or the rules of evidence, it is the responsibility of the District Attorney’s office to redact this information from the interview. The District Attorney’s office in most situations must convert the interview from one type of file to a different type in order to redact information. When new types of media files are provided to the office it falls upon individuals within the office to research and locate a way to convert these videos in order to comply with state laws. In addition to the audio interviews of suspects and witnesses, the Child Advocacy Center of North Central Wisconsin conducts forensic interviews of children. The children who are interviewed are victims of physical or sexual assault, drug endangered, and/or a witness to domestic violence. In 2015, approximately 200 children were interviewed for Marathon County related incidents. These interviews are often used during jury trials in child sexual assault cases. Due to the nature of the interview, information which is not admissible in a jury trial is often captured and must be redacted from the video before it is played for a jury. Further,

Revised 7/18/14


many businesses are now equipped with video surveillance devices that capture the incident on video. It is standard practice that when a business surveillance system captures a crime, or may have captured evidence, the video is retrieved and given to the District Attorney’s office as part of the case file. These videos are often in a proprietary format and the District Attorney’s office must determine how these videos can be played and provided to the defense attorney.

Finally, each of the approximately 368 inmates of the Marathon County Jail has access to jail phone calls,

in person video visits and on line video visits. For each inmate with a pending case, the District Attorney’s Office is statutorily responsible to be aware of, review, and preserve the statements made by a defendant that relate to the pending case. These recorded statements need to be reviewed, sorted by relevant and non-relevant calls, copied and provided to the Defendant and/or his attorney. For example, one inmate made approximately 500 phone calls in the last six months and he was just one of the approximately 368 inmates in the jail at any given time. The District Attorney’s Office lack of resources to deal with the volume of digital evidence has had detrimental effects. One example occurred in a recent domestic violence case. The domestic violence prosecutor handles approximately 300 open cases at any given time. This prosecutor did not have adequate time to continually review the daily jail phone calls of the all the incarcerated defendant’s on his caseload. In preparation for an upcoming jury trial, the prosecutor accessed the hundreds of jail phone calls placed by the defendant in the case. Upon reviewing the hours of calls, the prosecutor determined that the calls contained incriminating evidence and would be valuable in the prosecution of the case at trial. The prosecutor presented this evidence to the Court and defense counsel as soon as he became aware of the calls. The Court ruled that despite the probative and relevant nature of the calls for the prosecution, the phone calls were not admissible at trial because they had not been provided to defense counsel in an adequate amount of time before trial. The jail phone calls are only preserved on the jail system for six months; therefore, the district attorney’s office must review and preserve these calls on an ongoing basis. If it is determined that information obtained from a jail phone call will be utilized during a jury trial, the phone call must also be turned over to defense counsel and redacted so that only relevant information will be heard by the jury. Inmate phone calls can be a maximum of fifteen minutes in length.

D. What benefit will the position provide to the County? How does the position improve/enhance customer service and/or address community needs?

This position would benefit Marathon County by allowing the District Attorney’s office to more

effectively and efficiently prosecute criminal cases. The legal secretaries spend a significant amount of time locating and copying digital evidence thereby reducing the amount of the time for their other job duties. Further, technological issues frequently arise with the digital evidence. We currently rely upon the District Attorney Office’s investigator and legal secretaries to troubleshoot these problems. The staff is not educated or trained to deal with these issues and often struggle to resolve the problems. Their time spent trying to resolve these issues takes time away from their normal duties thereby significantly decreasing the efficiency of case processing. Providing reports and digital media to the defense attorney in a criminal case is a critical part in case processing. The discovery process is often delayed significantly by the inability to locate or copy digital media and/or technological issues. If a Defendant remains in custody, this delay results in longer jail stays and, for both the victim and Defendant, it results in a delay in justice. A recent examination of the jail population showed that the inmates being held in pretrial custody are charged with serious and multiple crimes which involve various forms of digital evidence. The delay in downloading and processing this evidence results in longer jail stays for these inmates. In order to effectively and efficiently process and move cases through the court system, the District Attorney’s Office must have the resources to deal with the increasing volume and complexity of digital evidence.

The District Attorney’s Office cannot achieve our Office’s mission and thereby the County’s mission

without a trained and dedicated IT analyst.


Revised 7/18/14


the position? The District Attorneys Office has attempted for years to handle the constantly increasing volume of

digital evidence with the current resourses. However, it is no longer feasible to continue having the District Attorney’s Office investigator and legal secretaries handle the volume and complexity of the technological evidence received by the Office. Marathon County’s law enforcement agencies are committed to staying in the forefront of using technology to prevent, investigate and combat crime and this means that the volume and complexity of the evidence received by the District Attorney’s Office will only continue to increase. Most notably, there will be an unmanageable increase in the volume of videos received when the Wausau Police Department implements the use of body cameras on their patrol officers within the next six months. With the current resources, it is unlikely that we will be to prosecute cases and comply with victim’s rights and discovery obligations. The addition of body camera evidence will likely force the District Attorney’s Office to either cut corners and violate those laws or focus on significantly fewer cases thereby leaving many others uncharged or backlogged.

F. What will be the effect if the proposed position is not created? With the current resources, it is unlikely that the District Attorney’s Office will be able to prosecute cases

and comply with victim’s rights and discovery obligations. The addition of body camera evidence will likely force the District Attorney’s Office to either cut corners and violate those laws or focus on significantly fewer cases leaving many others uncharged or backlogged. Another likely effect will be delays in the court process because the District Attorney’s Office will be unable to meet its discovery obligations. These delays will result in adjournments and therefore longer jail stays for the inmates who are unable to post cash bonds.


revenues, improved customer service, decreasing costs, enhancing services, etc?) The effectiveness and performance of this position will be measured in the following ways: the

prosecutors’ ability to continue to efficiently charge cases and meet the timeline of discovery provided by the court; the prosecutors’ ability to effectively present digital evidence and use digital media to present cases at jury trials; the District Attorney’s Office Investigator’s ability to devote time to his designated job duties; and the development of a coordinated system of digital information sharing between law enforcement and the District Attorney’s Office.


A. List the specific duties the position will perform plus the approximate percentage of time to be spent on each duty. Identify, access, download, redact and copy all digital media in a criminal case. (70%)

Act as a liason to all law enforcement agencies in the county to stay apprised of their operating systems and represent the District Attorney’s Office in any technological advancements (10%)

Assist prosecutors in the preparation and presentation of digital evidence during evidentiary motions and jury trials, including setting up audio/video in the courtroom, making sure that audio/video works in the courtroom. (20%)


another department to meet your needs? Why or why not?

Revised 7/18/14


This person would be available to the judges to assist in the viewing and listening of digital evidence prior to motion hearings. This task is currently handled by the District Attorney’s Investigator. If required, this person could also assist in the forensic download of cellular telephones, computers or other electronic devices utilizing the Marathon County Sheriff’s Department forensic laboratory. The City/County IT department is not a viable option for meeting the needs of the District Attorney’s Office. First, the District Attorney’s office is on a separate computer network maintained by the State of Wisconsin. Due to this different network the technicians with the City/County IT department are not familiar with the network and the features and functions of the network. Also, the amount of time required by this position would make it impracticable to utilize individuals from the City/County IT as that department must serve the IT needs of the entire county.


temporary help, current employee, etc.)? Why is this arrangement no longer acceptable? Currently the work is being done by secretaries and the investigator within the District Attorney’s Office.

This is not an acceptable arrangement because these individuals are not trained in this type of work and they have other job duties to do. This is especially true now that the office is out of filing space and the secretaries must spend additional time scanning files in order to create needed space. Further, Marathon County’s law enforcement agencies are committed to staying in the forefront of using technology to prevent, investigate and combat crime and the volume and the complexity of the evidence received by the District Attorney’s Office will only continue to increase. Most notably, there will be an unmanageable increase in the volume of videos received when the Wausau Police Department implements the use of body cameras on their patrol officers within the next six months. With the current resources, it is unlikely that we will be to prosecute cases and comply with victim’s rights and discovery obligations. The addition of body camera evidence will likely force the District Attorney’s Office to either cut corners and violate those laws or focus on only a few cases leaving many others uncharged or backlogged. This is not an acceptable outcome from a victim’s perspective or public safety viewpoint.




Amount of County tax levy: $59,929 to $83,899 salary % of total costs: 100%

(Employee Resources to calculate benefits)

Amount of any outside funding: NA % of total costs:

Source of outside funding: NA Length of outside funding: NA Likelihood of funding renewal: NA Would this outside funding be used to offset the levy if not used for this position?


the cost of the position? If yes, how? Yes, the improved efficiency in case processing will decrease the amount of time spent in pretrial jail

custody and thereby lower the amount of county money spent to house those inmates. Improved effectiveness of prosecution will improve public safety for the citizens of Marathon County.

D. Does the proposed position provide preventive services that will lead to cost avoidance or more extensive

services in the future? OR Can the proposed position be justified as an investment with future benefits to the County greater than the cost of the position? If yes, how?

Revised 7/18/14


The IT Analyst position will provide preventative services by providing the resources we need to continue to effectively and efficiently prosecute cases. The effective and timely prosecution of cases is essential to public safety and the reduction of recidivism. Without this position, the District Attorney’s Office will be forced to either cut corners and/or focus on only a few cases leaving many others uncharged or backlogged and either option is unacceptable.

E. Can the position costs be offset by eliminating or reducing a lower priority function? If yes, explain. The position costs cannot be offset by reducing or eliminating other functions with the District Attorney’s

Office. According to the Department of Administration 2015 workload analysis, the District Attorney’s Office is already understaffed by 3.27 Assistant District Attorneys. We currently rely upon the District Attorney Office’s investigator and legal secretaries to attempt to troubleshoot technological issues. The staff is not educated or trained to deal with these issues and often struggle to resolve the problems. Their time spent trying to resolve these issues takes time away from their normal duties thereby significantly decreasing the efficiency of case processing. The secretaries recently received the added burden/job duty of scanning files to combat the lack of file space within the office. There is no more time to squeeze out of their 40 hour weeks.


What is the recommendation of the committee of jurisdiction? NOTE: An updated or new Position Description Questionnaire (PDQ) may be necessary to complete the job evaluation process. Theresa Wetzsteon 3-2-16 Signature of Supervisor/Manager Completing Request Date Ken Heimerman 3-2-16 Department Head Signature Date

Accounting Specialist B23FinanceFTE = 100%

DBM B23 $39,056 $45,891 $52,726

Health ‐ Family 1713.08 $17,967 $17,967 $17,967

Dental ‐ Family 58.56 $703 $703 $703






PEHP $22 $572 $572 $572


2016 Proposed

Rates



Revised 7/18/14




Department: Finance Position Requested: Accounting Professional (Payroll) FT x PT FTE 100 % (If unsure of classification, indicate “To be determined”) Number of Positions: 1

Division Position Will Be Assigned To: Finance


Projected Start Date of Position: First day of first payroll 2017 Priority Number of This Position: 1 If you are requesting more than one position, prioritize all your requests and indicate the priority number of position. II. FULL EXPLANATION OF NEED FOR POSITION

A. Is this position request compatible with the County’s mission statement? Marathon County Government serves people by leading, coordinating, and providing county, regional, and statewide initiatives. It directly or in cooperation with other public and private partners provides services and creates opportunities that make Marathon County and the surrounding area a preferred place to live, work, visit, and do business The position is comparable with the County’s Mission Statement. The position will be working with the payroll system for all employees hired and paid by Marathon County. This includes department’s that are Marathon County Government departments (Sheriff, Clerk of Courts etc) and outside agencies that Marathon County has the role of fiscal agent for the entity (City Parks department, ADRC-CW, CWA and Solid Waste).

B. What is your department’s mission statement and how does position support this mission and/or department strategic plan?

Marathon County Finance Department provides financial management and accounting services to internal and external customers of Marathon County. To achieve this, the Department maintains comprehensive accounting, reporting and administrative systems that comply with Federal, State and County regulations The position will assist in processing all aspects of the payroll work for the County. The new position will work with every department in the County and all outside agencies. The position will be able to provide budgetary data to departments that are implementing the new Total Rewards (Pay for Performance) program, process the wage adjustments and other payroll related duties associated with the County’s total rewards from departments. The position will complete the payroll processing and allow the Senior Accounting Professional to training opportunities to departments for managing their rewards system and fully implementing the County’s automated time/attendance system -Intellitime. We are unable to complete this work at this time due to the increased workload for payroll. The County purchased the Intellitime system and training is completed by the Finance staff and we want to try to get some of our larger departments on the system including: Social Services, Facilities and Capital Management, CWA, Highway and the Parks Department. We want to provide follow up training to departments that are currently on the system and have not been able to provide that training to them (See Appendix B). The County has purchased a new budget software called TM1 to replace a budget system that was built in house at the Data Center in 1991 and is programmed in COBOL. COBOL is an acronym for Common Business Oriented Language. It was developed in the late 1950’s and early 1960’s COBOL is the second-oldest high-level programming language (FORTRAN is the oldest). With our current budget software being is so old, it needs to be replaced. We do not have the resources available to test the new TM1 system and roll out the new TM1 program to the departments. Eventually the program should also be able to assist departments in managing their pay for performance raises and bonuses from software more extensively than we can today (See Appendix B).


Revised 7/18/14


The Finance Department uses Cayenta software to complete all payroll and Employee Control functions. We use Intellitime to complete the time/attendance tracking and upload for payroll. We complete the payroll and position maintenance and training for all County Departments and several other side agencies which include the ADRC-CW, Solid Waste, City of Wausau Parks department employees (Full-time and seasonal workers including all life guards at the City pools and the seasonal employees for the City of Wausau Tubing Hill). The volume of work that is associated with the hiring and tracking of all of the new employees by entering all of their employee information in the Cayenta system, processing the employee time each employee and then the termination of the employees at the end of the season is lengthy. The actual time that it takes to process the paperwork, enter the information in the Cayenta system and process payroll for a seasonal person and then processing the termination paper work 3-4 months later takes longer in most cases that hiring a full-time employee. We also report and track unemployment claims by these employees and monitor and track hours worked for WRS and ACA reporting. The Finance Department has completed a detailed analysis of the cost to provide these services and will update the costs that can be charged back to the outside agencies for the work that we provide bases on a rational and documented system of cost allocation (See Appendix A). In summary almost one third of all paystubs issued by Marathon County are processed by employees that do not work for an actual Marathon County department or as an agent of an outside entity. These agencies also use a high percentage of our seasonal or temporary employees and the time it takes to enter and manage these employees in the payroll system is far greater than that of our regular and full-time employees. (Examples of payroll duties for hiring and terminating employees: Processing hiring paperwork, termination paperwork, reporting and tracking unemployment claims and monitoring hours for WRS and ACA reporting). The County has implemented pay for performance and a total rewards system for employee compensation. This is a great way to attract and retain employees but the process of providing raises, bonuses and other taxable rewards for employees needs considerably more time to. This change though means that the payroll staff needs to “touch” every employee record and process every payroll benefit manually. This is a dramatic increase in the workload for the payroll division. When the employees were paid based on union contracts, the pay tables were updated for wage increases and from 10-100 employees’ wages and benefits could be changed by a change in the union tables that drove wages and benefits. Now we change the wages and some benefits for each employee on an individual basis. This takes more time to complete accurately and timely. The types of benefits and rewards are also being enhanced and we care making more modifications to the system to address the types of rewards that are being offered to employees. (New type of paid time off, processing the taxable portion of a gift cards issued to an employee by the department, providing raised and one-time bonuses to employees. The new system is great in terms of flexibility and customization for the supervisors and employees but it just takes a lot more work to manage and enter the information in the payroll system and make sure it will be correct.

D. What benefit will the position provide to the County? How does the position improve/enhance customer service and/or address community needs? By looking at the County’s Strategic Plan and the goals for success, I feel that the position will assist the County by enhancing the Finance Department’s capacity to have the tools available to TRACK performance by measuring outcomes and being accountable. This focus would be on tracking the performance of the County’s outcome monitoring system and building a results focused budget that

provides answers to what services, at what prices for the customer. The position will assist in working on the new TM1 budget software and Cayenta Accounting/payroll software that provides the data necessary to tracking and monitoring the program outcomes and analyzing data and monitoring results. The system is only as good as the information that is entered and provided to the stakeholders. Marathon County Strategic Plan 2012-2017 What does Marathon County do to ensure success?

1. COLLABORATE with other organizations to provide optimal service 2. SUPPORT economic development for greater prosperity 3. PLAN so we can make the best use of our land and natural resources 4. DEVELOP innovative approaches to the justice system for residents’ safety 5. TRACK performance by measuring outcomes and being accountable 6. COMMUNICATE about what we do to make Marathon County a great place to

live, work, visit and conduct business. Plan of Action for Goal #5 TRACK performance by measuring outcomes and being accountable

Provide leadership for greater cooperation and collaboration among state, regional and local public and private entities

Continue the development and refinement of the County’s service/program outcome monitoring and ranking system.

Implement a county health impact assessment indicator on every County ordinance policy/resolution proposal.

Develop and implement a governance education program for County Board members.

Revised 7/18/14



the position? Alternates to hiring a new position:

hiring a temporary position to assist in completing payroll functions but the need for confidentially in dealing with personal data (social security numbers makes that hard to do

We have put off training and fully implementing software that the County already purchased. Creating a timetable to provide for enough time to process all payroll and new hire requests prior to the payroll

period end date. (This works for some due dates but ADRC-CW and CWA do not follow the County’s pay for performance time tables. Seasonal employees are hired as needed and if there are not enough qualified seasonal persons they will be hired for immediate work or the paperwork needs to be modified and corrected after the fact. There were several problems hiring enough lifeguards and tow rope operators for the City’s swimming pools and City of Wausau Tubing Hill the past season.

F. What will be the effect if the proposed position is not created? We will continue to focus and data entering all payroll related work by a Senior Accounting Professional so the daily work in completed. There is no time to fully roll out the Intellitme software or the new budget software. We will be able to provide training to employees on payroll and other financial software applications. There may be additional processing errors and deadlines not met as the workload has increased and become more time consuming.

G. What criteria will you use to monitor the effectiveness and performance of the position? (Increasing revenues, improved customer service, decreasing costs, enhancing services, etc?)

The Finance Department is currently working with Lighthouse Leadership to measure and monitor performance within the department and with the County Cayenta users and Department Heads. The last survey Finance Department Customer survey provided in September 2015 stated that 50% of Cayenta users and Department Heads stated that they see the Finance Department’s role in making their department successful would be being a partner and provide vision and direction to the department. 50% of the responses related to the Finance Department providing their department training and support. (See Appendix C) We would like to improve our score to 90% of the department heads and Cayenta users found working with the Finance Department positive. Overall approximately 50% of the employees surveyed found working with the Finance Department as positive. The departments surveyed would like to see the following from the Finance Department staff:

Finance can see the big picture and break it down for us Timely information Clear instructions/directions and take care of department request/Timely information Provide training, guidance, support and partnership Consultant approach to customers-work as a team 54% of Cayenta users would like to make it easier-training, vendor maintenance, timely information 66% Cayenta users would like to see the Finance Department as a strategic partner. 100% of the Department heads surveyed expect the Finance Department to be a respectful, strategic partner 70% of department heads would like us to be open to innovation and explain and talk to them so they can

understand. III. SPECIFIC DUTIES OF NEW POSITION



another department to meet your needs? Why or why not?

C. If the work is currently being done by the County, how is it being accomplished (contract basis, temporary help, current employee, etc.)? Why is this arrangement no longer acceptable?

The amount of time it currently takes to update all of the employee information, pay raises, bonuses, reporting, meeting new regulations (WRS, ACA IRS) and budgeting based on induvial performance has made the work of payroll more time consuming. Also the number of employees that are paid by Marathon County that work for outside agencies is approximately 1/3 of the total number of employees paid the reimbursement that the County received to complete that work is not enough to cover the cost of the duties and services provided. The total number of accounts payable checks issued by Marathon County on behalf of outside agencies is not reimbursed

Revised 7/18/14


is not enough to cover the cost of the employees completing that work. Based on the analysis completed in Appendix A the reimbursements request to the outside agencies should be increased to cover the actual cost of competing the services and provide quality services to the County Departments. This is not the case as we do not have the resources to training and work with other County departments as the workload increase does not allow for that type of service.



Wages $59,750 Benefits $28,250 Training $ 1,000 Total $89,000


Amount of County tax levy: $43,360 % of total costs: 49% Amount of any outside funding: Charge outside departments for payroll and Accounts Payable work $45,640 % of total costs: 51% Source of outside funding: Charge actual cost of processing ERF forms, payroll and AP service Length of outside funding: annual Likelihood of funding renewal: as long as we are the fiscal agent for outside agencies Would this outside funding be used to offset the levy if not used for this position? If we did not process payroll, maintain positions in the accounting system and create accounts payable checks for the ADRC, CWA, City parks department and solid waste, the work would not be there and there would not be any additional costs.


the cost of the position? If yes, how? We need to have a review of the total cost to continue to be the fiscal agent for outside agencies.



Yes. The Senior Accounting Professionals can work on training and using the new software systems that we have bought and do not have the resources to implement at this time.

E. Can the position costs be offset by eliminating or reducing a lower priority function? If yes, explain. NO V. COMMITTEE OF JURISDICTION Finance Committee

What is the recommendation of the committee of jurisdiction? NOTE: An updated or new Position Description Questionnaire (PDQ) may be necessary to complete the job evaluation process. Signature of Supervisor/Manager Completing Request Date Kristi Kordus 2/29/16 Department Head Signature Date

Outside Agency Payroll Allocation Marathon County 2016 BudgetVersion 1

Finance -By Function County BoardClerk of Courts Med Exam Co Admin Co Clerk ER Finance Treasurer

Corp Counsel DA ROD CPZ FCM Sheriff EM Highway CWA Health

Solid Waste

Social Services Vets ADCR‐CW Library

Parks‐40% monthly allocation to City UWEX Other Total

Charges to outside Departments

Payroll‐# of pay stubs 4% 4% 1% 0% 0% 1% 1% 1% 1% 2% 1% 3% 3% 23% 0% 9% 3% 5% 1% 12% 0% 9% 6% 10% 0% 100%Accting/Financial Reporting‐# of AP checks 0.0% 7.5% 0.0% 0.2% 0.5% 1.7% 0.4% 0.3% 0.4% 1.2% 0.2% 1.6% 4.9% 5.5% 0.1% 14.0% 2.7% 1.4% 2.4% 15.4% 0.2% 14.7% 5.2% 16.2% 1.2% 1.9% 100%ALLOCATION OF MONTHLY PROCESSING FEE-PAYROLL 6,345 6,345 1,586 - - 1,586 1,586 1,586 1,586 3,172 1,586 4,759 4,759 36,484 - 14,276 4,759 7,931 1,586 19,035 - 14,276 9,517 6,345 - - 158,624 26,966 ALLOCATION OF MONTHLY PROCESSING FEE‐ACCOUNTING ‐ 9,310 ‐ 284 593 2,112 445 383 519 1,482 247 2,013 6,063 6,754 123 17,287 3,346 1,778 2,964 19,055 247 18,102 6,359 8,011 1,482 2,358 123,334 32,423 Estimated Monthly charges 6,345 15,655 1,586 284 593 3,698 2,031 1,969 2,105 4,654 1,833 6,771 10,822 43,238 123 31,563 8,105 9,709 4,550 38,090 247 32,378 15,877 14,356 1,482 2,358 281,958 59,390

Estimated number of FTE 1 1 3 2 Payroll Procesing Fees‐Allocated Positions hire/terms 75.00$ 75$ 75$ 225$ 150$ 525 Estimated number of FTE 4 1 30 30 Payroll Procesing Fees‐Seasonal/Temp Positions‐Hire 75.00$ 300$ 75$ 2,250$ 2,250$ 4,875 Estimated number of FTE 6 1 4 168 Payroll Procesing Fees‐Terminate/Change status 75.00$ 450$ 75$ 300$ 12,600$ 13,425 TOTAL COST TO ALLOCATE TO OUTSIDE DEPARTMENTS 8,930$ 4,775$ 35,153$ 29,356$ 78,215$

HOURLY RATE FOR PAYROLL PROCESSING 76.26$ 2016

Salary Fringes Total FTE alloaction2016 Allocation Total Monthly Billed Charges TOTAL ERF ChargesPrice of 1.0 Accounting Professional 60,427 28,229 88,656 100% 88,656 New HiresPrice of .75 FTE -Senior Accounting Professional 64,458 28,833 93,291 75% 69,968 2017 Charges 2015 Recovery TerminationsTotal Payroll-monthly processing 124,885 57,062 181,947 158,624 Payroll 26,966

Accounting (AP) 32,423 Price of .5 Accounting Professional 60,427 28,229 88,656 50% 44,328 Total monthly charges 59,390 89,000 Price of .8 FTE -Senior Accounting Professional 69,511 29,429 98,940 80% 79,152 Total Processing Fees 18,825 43,360 Total Accounting/Financial reporting 129,938 57,658 187,596 1 123,480 Total Fiscal Fees 78,215 32,575 45,640 Total Accounting/Financial reporting 282,104

Processing Fee for Allocated positions

Appendix B

FINANCIAL SOFTWARE APPLICATIONSPURCHASED BUT NOT FULLY MPLEMENTED BY MARATHON

COUNTY

Intellitime –Automated Time and Attendance system

Year Purchased 2010

Cost $52,000 +upgrades

AS OF 2016 NOT FULLY IMPLEMENTED‐See below

Departments that have implemented Intellitime:

Finance, County Administration, Sheriff (have staff dedicated to working on the system), Employee

Resources, Clerk of Courts, County Clerk, Register of Deeds, Emergency Management, Veterans, UWEX,

Library, Health, CPZ, Medical Examiner, Treasurer, Corporation Counsel, District Attorney

Departments that have not implemented Intellitime:

Highway, Parks, Social Services, Facilities and Capital Management,

Outside agencies paid by Marathon County and not on Intellitime:

CWA, ADRC‐CW, Solid Waste

TM1 Budget Software for Payroll (Replaces Paybud)

Year Purchased 2010 Training provided in 2011

Cost $135,000 ($105,000 plus $30,000 training and reprogram costs for Pay for Performance)

NOT IN PRODUCTION‐NOT ABLE TO TEST MODIFICATIONS TO PAYROLL CUBES

We are continuing to use the 1991 PAYBUD application for annual payroll budget. We are not using the

new TM1 software at all.

Page 1

Appendix C2015 Marathon Co. Finance Dept. Customer Survey

Prepared by Lighthouse Leadership LLC September 2015

Background and Purpose:

Background:

• Kristi Kordus, Director of Marathon County Finance Department engaged Lighthouse Leadership to conduct a confidential customer satisfaction survey for the finance department.

• The Finance Department team reviewed and adjusted the questions to clarify for them questions that they had regarding their customer service.

Purpose:

• Determine customer satisfaction opinions of the service provided by the Finance Department. Identify areas that are strengths, gaps, and blind spots.

Page 2

Page 3

Q3 Which of the following best represents how you feel about the Finance Dept. interactions.

Q. 33. Which of the following best represents how you feel about the Finance Dept. interactions.

EXTREMELY

SATISFIED ‐

interaction was

helpful,

respectful and

constructive

VERY

SATISFIED ‐

interaction

was helpful

and

respectful

USUALLY

SATISFIED‐

but have had

experienced

times when

they appear

set in their

ways

NEUTRAL‐ I

felt Finance

was doing

their

regulatory

duty

NOT

SATISFIED‐ I

felt the

tone,

conversatio

ns were not

always

helpful or

respectful

EXTREMELY

DISSATISFIE

D ‐ I felt the

interaction

was rude

and

disrespectfu

l N/A Total

Budget: 17(24.64%

)

10(14.466

9%

8(11.5922

1%

2(2.9%)55

%

2(2.9%)55

%

0(0%) 30(43.48%

)

69

Payroll: 14(20.29%

)

11(15.955

0%

11(15.922

2%

4(5.8%)88

%

7(10.1411

4%

3(4 6% 19(27.54%

)

69

Accounts Payable: 14(20.29%

)

10(14.444

9%

19(27.533

9%

2(2.9%44

%)

3(4.35666

%

1(1.45222

%)

20(28.99%

)

69

General Ledger: 13(18.84%

)

13(18.866

5%

10(14.422

5%

3(4.35888

%

1(1.45222

%

0(0%) 29(42.03%

)

69

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Q10 What would improve your experience in dealing with the Finance Dept ? (optional)

• Question implies what’s missing

• …interactions with others [customers] 60%

• …process…consistency, procedures, availability [hours] 50%

• …product 10%

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Q11 What do you see the Finance Dept. role is in making your Dept. successful? (optional)

• Cayenta users and Dept heads similar responses

• 50% relate to vision, direction…being a partner…

• 50% relate to training, support,

Page 6

Q12 List in three words to define your experience in working with the Finance Dept.?

Dept heads…14 responses 40% positive…60% negative

Cayenta users 32 responses 59% positive…41% negative

Page 7

Recommendations Cayenta Users

•Focus on service quality, ease•Develop internal plan to brand “respectful, honest, personally accountable [with ongoing assessment]…clarity, consistency, focus

•Develop options to strengthen hours [ease of working w Finance], vendor timeliness, and training meetings/needs

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Payroll checks by department by year Budget yearcode deparment 2016

Actual year2015 % of total 2014 % of total 2013 % of total 2012 % of total 2011 % of total

510 County Board 983 4% 988 4% 988 4% 973 4% 988 4%520 Clerk of Courts 964 4% 1,048 5% 1,018 4% 986 4% 1,000 4%

520C Med Examiner 167 1% 151 1% 100 0% 87 0% 92 0%530 County Administration 108 0% 108 0% 116 1% 110 0% 109 0%

540C County Clerk 108 0% 124 1% 137 1% 146 1% 151 1%540P Employee Resources 206 1% 216 1% 176 1% 157 1% 157 1%550F Finance 169 1% 165 1% 205 1% 219 1% 206 1%550T Treasurer 140 1% 140 1% 141 1% 157 1% 174 1%560C Corporation Counsel 193 1% 200 1% 215 1% 208 1% 212 1%560D District Attorney 368 2% 377 2% 374 2% 357 2% 362 2%570 Register of Deeds 213 1% 215 1% 218 1% 209 1% 220 1%585 CPZ 694 3% 639 3% 671 3% 636 3% 662 3%590 Facilities and Capital Mngt 709 3% 744 3% 743 3% 708 3% 773 3%610 Sheriff 5,481 23% 5,229 23% 5,049 22% 4,904 22% 5,129 22%650 Emergency Management 82 0% 103 0% 125 1% 117 1% ‐ 0%670 Highway 2,166 9% 2,153 9% 2,132 9% 2,069 9% 2,154 9%730 CWA 613 3% 609 3% 676 3% 650 3% 695 3%740 Health 1,226 5% 1,265 5% 1,320 6% 1,216 5% 1,255 5%795 Solid Waste 218 1% 212 1% 161 1% 143 1% 131 1%810 Social Services 2,826 12% 2,866 12% 2,785 12% 2,677 12% 2,790 12%850 Veterans 78 0% 81 0% 81 0% 78 0% 80 0%860 ADRC 2,097 9% 1,843 8% 1,984 9% 2,162 10% 2,555 11%870 Library 1,424 6% 1,447 6% 1,440 6% 1,382 6% 1,479 6%915 Parks‐Cty est 60% 1,312 6% 1,310 6% 1,351 6% 1,291 6% 1,318 6%915 Parks‐City est 40% 875 4% 874 4% 901 4% 861 4% 878 4%825 UWEX 72 0% 75 0% 88 0% 89 0% 127 1%

TOTAL 23,492 100% 23,182 100% 23,195 100% 22,592 100% 23,697 100%

County Funcitons 69% 69% 69% 68% 67%Other Government Functions 31% 31% 31% 32% 33%

Marathon County Position Description Class Code 2044

Title: Accounting Professional Department: Finance Covered By: Pay Grade: FLSA: E Date: Reports To: Finance Director

______________________________________________________________________

Purpose of Position

The purpose of this position is to define, maintain, and audit County payroll and personnel services budget systems. Tests and troubleshoots related new software or major releases to current software. Establishes payroll procedures that provides accurate information and complies with federal/state laws/regulations, County policies, and union labor agreements.

Essential Duties and Responsibilities

The following duties are normal for this position. These are not to be construed as exclusive or all-inclusive. Other duties may be required and assigned.

Maintains complex, multi-departmental, computerized County payroll, time and attendance and budget systems involving databases, master and process control files, summary records, transaction data, and reports.

Establishes procedures and guidelines for users concerning coding payroll records and manages electronic time keeping system; designs and provides related training for County departments.

Monitors input of payroll, benefits, pay for performance raise, bonuses and taxable benefits in payroll system, and budget changes into the computer system. Maintains accounting controls to check computer application and appropriate data entry.

Validates labor distribution, verifies journal entries, and balances accounts. Processes quarterly, year-end, and other reports as required.

Coordinates the smooth and accurate operation of the payroll and Budget systems with the Data Center; works with programmers to test update software for financial systems.

Serves as shared services worker with employees who maintain employee files and computerized records, explains personnel and employee benefits procedures, and prepares various payroll documents.

Processes payroll deductions and employer paid benefits for taxes, credit union/bank, insurances, retirement, flex benefits, etc. Prepares payments to proper agencies/organizations. Ensures compliance with federal/state requirements.

Process invoices for monthly insurance billings/reconciliations.

Meet with employees and retirees to discuss ACA, Post-Employment Health Plan and Wisconsin Retirement System issues and deals with changing regulations

Develops and a

Additional Tasks and Responsibilities

While the following tasks are necessary for the work of the unit, they are not an essential part of the purpose of this position and may also be performed by other unit members.

Provide wage verifications and related information as requested from outside agencies.

Performs other related functions as assigned or required.

Minimum Training and Experience Required to Perform Essential Job Functions

Bachelor=s degree in accounting, finance, business administration, or closely related field and one year related payroll experience; OR Associate=s degree in accounting and three years related payroll experience; OR high school graduation and vie years related payroll experience supplemented by training and/or formal course work in accounting and information technology.

Physical and Mental Abilities Required to Perform Essential job Functions

Language Ability and Interpersonal Communication

Requires the ability to perform mid-level data analysis including the ability to audit, deduce, assess, conclude, and appraise. Requires discretion in determining and referencing such to established criteria to define consequences and develop alternatives. Requires the ability to persuade, convince, influence, train and monitor in favor of a desired outcome. Requires the ability to act as a lead person. Requires the ability to utilize a variety of reference, descriptive, and/or advisory data and information such as financial statements, spreadsheets, procedures, guidelines, payroll reporting requirements, and non-routine correspondence. Requires the ability to communicate orally and in writing with the courts, clients, other County employees, and the public. Mathematical Ability Requires the ability to perform addition, subtraction, multiplication and division and calculate percentages, and decimals. Judgment and Situational Reasoning Ability Requires the ability to apply principles of influence systems such as supervision, managing, leading, teaching, directing, planning, coordinating and controlling. Ability to exercise independent judgement to apply facts and principles for developing approaches and techniques to problem resolution. Requires the ability to exercise the judgment, decisiveness and creativity required in situations involving the evaluation of information against sensory, judgmental, and/or subjective criteria in addition to clearly measurable and verifiable information. Physical Requirements Requires the ability to operate, maneuver, and/or provide simple but continuous adjustment on a variety of office equipment such as computer terminal, typewriter, telephone, fax machine, calculator/adding machine, scanner, computer printer and photocopier. Requires the ability to coordinate eyes, hands, feet and limbs in performing coordinated movements, such as typing. Tasks involve the ability to exert light physical effort in sedentary to light work, but which may involve some lifting, carrying, pushing, and pulling of objects weighing five to ten pounds. Requires the ability to recognize and identify similarities or differences between characteristics of colors, shapes, sounds and textures associated with job-related objects, materials and tasks. Environmental Adaptability Ability to work under generally safe and comfortable conditions where exposure to environmental factors may cause limited discomfort and poses a limited risk of injury.

Financial Systems Specialist 2044

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Marathon County is an Equal Opportunity Employer. In compliance with the Americans with Disabilities Act, the County will provide reasonable accommodations to qualified individuals with disabilities and encourages both prospective and current employees to discuss potential accommodations with the employer.

Create 1.0 FTE Accounting Specialist (B23)Absorb/Abolish current .50 FTE Administrative Specialist (B21)HighwayFTE % = .50

Create 1.0 FTE Accounting Specialist (B23)

DBM 223 $39,056 $45,891 $52,726

Health ‐ Family 1713.08 $17,967 $17,967 $17,967

Dental ‐ Family 58.56 $703 $703 $703






PEHP $22 $572 $572 $572

$64,031 $71,869 $79,709

Absorb/Abolish current .50 FTE Administrative Specialist (B21)* Current .50 FTE employee is currently at $16.47/hour, Approximate costs already budgeted $20,216

DBM 221 $16,474 $19,365 $22,246

Health ‐ Family

Dental ‐ Family






PEHP $22 $572 $572 $572

$19,464 $22,780 $26,083

$44,567 $49,089 $53,626

Rev. 5/2/16



Mid-Point Maximum

Anticipated Additional Cost:

Total Estimated Cost

2016 Proposed

Rates

Total Estimated Cost Current Administrative Specialist .50 FTE*


Item

2016 Proposed

Rates Minimum

Revised 7/18/14




Department: Highway , Expanded Position Date: 01/27/2016

Position Requested: Expand current .50 FTE Administrative Specialist to 1.0 FTE Accounting Specialist (If unsure of classification, indicate “To be determined”) FT PT FTE .50FTE % Number of Positions: .50

Division Position Will Be Assigned To: Not Applicable


Projected Start Date of Position: 1/2017 Priority Number of This Position: 1 If you are requesting more than one position, prioritize all your requests and indicate the priority number of position.


A. Is this position request compatible with the County’s mission statement? Yes. The County’s mission statement includes the goal of making Marathon County a “preferred place to live, work, visit and do business”. A vital component to meeting this goal is providing residents, employees, visitors and commercial endeavors with safe and well-maintained state and county roads. Without the necessary personnel to bill customers for providing these services in a timely manner, a critical revenue stream may be delayed or charges missed.


department strategic plan? The Marathon County Highway Department will strive to maintain all State and County highways in a safe and reasonable condition at all times. Carrying out this mission statement is key to attracting and retaining a wide base of residents, visitors and businesses. The position being sought will be responsible for ensuring a timely and accurate posting of transactions and billing of services to our customers, resulting in a maximized revenue stream from non-levy sources. The position will also work toward achieving an accurate payroll, which is a critical part of retaining the high-quality work force needed to meet the department’s mission statement.


trends, etc. plus attach relevant supporting data. If more than one position of the same classification is being requested, also justify the number requested. The position would focus on performing the day-to-day accounting duties, such as:

Reconciliation of ledger accounts, Reconcile and inventory fixed assets, Preparation of routine and non-routine entries to keep systems in balance (CFA, CHEMS,

Cayenta), Payroll backup, Preparation of billings to State DOT, municipalities, and other customers.

By shifting the day-to-day accounting duties to the new position, the current accountant can focus on:

Revised 7/18/14


Preparation of annual reports/schedules for the State DOT, third party independent auditors and other interested parties,

Reviewing the current department processes to find efficiencies, Researching grant opportunities which may exist for County Highway Departments, Assisting the Highway Commissioner in the preparation of long-term budget plans,

verifying the availability of adequate funds for high-cost projects. Ensuring that the job-costing module of the financial software is being used to its fullest

potential. Currently, the day-to-day vendor payment data entry is being done by the part-time clerical position, preventing the position from carrying out its intended charge of assisting departmental supervisors with basic data entry in various tracking spreadsheets. Consequently, 4 supervisors are spending substantial time doing basic data entry to spreadsheets for tracking routine activities, rather than concentrating on value-added activities for our customers.


service and/or address community needs? The expanded position will provide benefit to the County in the form of department continuity. It would help ensure that in the event of staff turnover, there would be no interruption of critical operations such as the completion of payroll, the generation of revenue-producing invoices or the filing of required State DOT reports. The position would improve/enhance customer service by allowing the current accountant to find efficiencies in the way the department currently handles routine operations; this in turn, would allow supervisors more time to concentrate on the long-range planning of projects and responding to resident concerns related to County-maintained roadways.


the position? The use of a temporary employee was considered; however, due to the on-going nature of the work and the amount of training that would be required, this did not seem like a cost effective option.


The current accountant is working extended hours without any time off, while trying to complete all required billings and State reports. Failure to complete either of these activities will result in an immediate loss of billable revenues and a potential reduction in future contracts if annual reports are not filed by required deadlines.

G. What criteria will you use to monitor the effectiveness and performance of the position. (Increasing revenues, improved customer service, decreasing costs, enhancing services, etc?) By allowing the current accountant time to review the routine operations of the department, it is anticipated that:

Costs will be decreased as duplication of efforts can be eliminated. (Design single databases--such as spreadsheets that serve multiple uses--which everyone can access.)

Revenues will be enhanced. (Routine processing of damage claim billings, with possible tax interception filings against those individuals who do not pay voluntarily.)



Revised 7/18/14


Preparation of monthly invoices to the State for routine maintenance agreement, special maintenance agreements, and special construction agreements. (5%)

Process Payroll (25%) Miscellaneous office duties (5%) Reconciliation of general ledger accounts (5%) Preparation of routine and non-routine journal vouchers to keep systems in balance

(CFA, CHEMS, Cayenta): (40%) o Payroll fringe benefit allocations, o Stockroom sales, o Fleet & non-fleet operations, o Compass training, o Capitalization of new equipment.

Set-up job numbers as needed; bill-out jobs to municipalities upon completion; close-out jobs in software. (2%)

Generation of reports for supervisors to track costs associated with their respective jobs. (5%)

Preparation of invoices to municipalities for stockroom purchases and scaled material sales. (5%)

Ability to serve as back-up for monthly closure of stockroom software. (4%) Assist in preparation of annual audit workpapers. (2%) Assist in recording fixed asset transactions, including the purchase, sale, trade-in or

scrapping of units—as well as calculating the annual depreciation on those units. (2%) B. Could another County department use the expertise of this position? OR could you use the expertise of

another department to meet your needs? Why or why not? Most facets of the position require use of job-costing and cost-center accounting. While

a knowledge of general accounting can be used in any department, only one other County department uses job costing and no other departments employ true cost-center accounting.

Knowledge of the Cayenta financial software and Crystal report software could be used by many departments; however, the Cayenta job costing module would have very limited transferability. CHEMS software (for tracking fixed assets) would currently have no applications outside the Highway Department.

Preparation of general audit workpapers (for third party independent auditors) and preparation of Single Audit grant workpapers would have transferability to other departments.

Preparation of State DOT annual reports and audit schedules are unique to the Highway Department.

With the expansion of this position it may allow an existing staff member to be once again available to conduct lean trainings throughout the county. This staff member once was a lean trainer; currently the county is doing very little if any lean training.


temporary help, current employee, etc.)? Why is this arrangement no longer acceptable? Work is currently being done by a County employee. In order to perform all tasks needed for proper balancing of the ledger, timely billings to the State DOT (and other customers), posting entries to keep all systems in synch, tracking job numbers and preparing annual audit workpapers for both the State DOT as well as the independent auditors, the employee is consistently working over 80 hours per pay period with no opportunity for time off. This is a highly specialized position and we have no backup for this position.

Revised 7/18/14


In order to make any substantial upgrades to the operation of the department (such as enhancing the currently job-costing software or implementing electronic time-keeping), the time commitment needed would impact the ability to generate timely reports to the State and turnover of billable revenues. Once the department can gain efficiencies in the financial software: The current accountant can begin working with supervisors to look at streamlining other

administrative activities. A expanded position would be able to take on some of the financially-oriented

administrative duties in the stockroom, such as performing inventory reconciliations, entering information into the stockroom software (CFA), or preparing vendor invoices for payment. This—in turn—would allow the purchasing agent to concentrate on keeping the proper items stocked/ordered, making arrangements for rental equipment, performing mid-year inventory counts and dealing with stockroom bid proposals.


A. What is the anticipated total cost of this position? (Include salary; benefits; office space, remodeling, furniture, and equipment; travel; and other applicable costs.) Salary $46,000 Fringes $41,000 Remodel 0.0 Furniture/Computer Equipment $ 0.0


Amount of County tax levy: $87,000 * % of total costs: 100% * Approximately $50,000 could be transferred from our current budget 801-284 account Amount of any outside funding: None % of total costs: -0-

Source of outside funding: None Length of outside funding: Not Applicable Likelihood of funding renewal: Not Applicable Would this outside funding be used to offset the levy if not used for this position? Not Applicable


the cost of the position? If yes, how? No.


services in the future? OR Can the proposed position be justified as an investment with future benefits to the County greater than the cost of the position? If yes, how? Potentially. As the current accountant can begin reviewing current administrative operations at

the Highway Department, it is hoped that efficiencies can be noted and put into place. During the review process, it may be possible to: Eliminate duplicate forms, spreadsheets or files, Streamline vendor paperwork approval and processing, eliminating the need for

administrative staff to spend time following up with vendors on unpaid invoices. Implement and maintain electronic timekeeping for a job-cost system, which will perform

basic validation tests (missing /invalid job numbers, hours not accounted for, pieces of equipment not marked out) which are currently being done manually.

Provide Lean Training throughout county

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No V. COMMITTEE OF JURISDICTION

What is the recommendation of the committee of jurisdiction? On March 2016 Agenda NOTE: An updated or new Position Description Questionnaire (PDQ) may be necessary to complete the job evaluation process. Signature of Supervisor/Manager Completing Request Date James Griesbach 4/28/16 Department Head Signature Date

Communication Specialist B22Sheriff'sFTE = 100%

DBM B22 $36,005 $42,306 $48,607

Health ‐ Family 1713.08 $17,967 $17,967 $17,967

Dental ‐ Family 58.56 $703 $703 $703






PEHP $22 $572 $572 $572


2016 Proposed

Rates



Revised 7/18/14




Department: Marathon County Sheriff’s Office Date: 02/26/2016

Position Requested: Public Safety Telecommunicator FT XX PT FTE % (If unsure of classification, indicate “To be determined”) Number of Positions: 1

Division Position Will Be Assigned To: Communications Division


Projected Start Date of Position: January 1, 2017 Priority Number of This Position: If you are requesting more than one position, prioritize all your requests and indicate the priority number of position.


A. Is this position request compatible with the County’s mission statement? This position request is compatible with the County’s mission statement by providing timely, often

lifesaving service to our internal and external customers. Public Safety Telecommunicator’s basic purpose is to serve our customers and the Citizens of Marathon County.


department strategic plan? The Marathon County Sheriff’s Department mission statement is: “The Marathon County Sheriff's

Department exists to provide a safe, secure, and crime-free community through trust-building, enforcement, and public safety management.” The public’s first contact with the Sheriff’s Department is usually the Communications Division, at times while in crisis, to provide a calming, safe voice, while dispatching the required services in a very timely manner. As a Public Safety Telecommunicator, they are also very aware of their obligation to obtain and relay the needed information to Law Enforcement, Fire and EMS that would help make their responses safer. Even though we are most noted for how PSTs handle emergencies, it is the non-emergency calls and requests that are most often received. Making our Customer and the Citizens of Marathon County feel valued depends on the time PSTs are able to give and the respect that is shown. With the increase in calls and job duties assigned to the Communications Division, PSTs are committed to successfully perform their duties, but the less time we are able to devote to our Customers and the Citizens the less they perceive of their value to us. Time = Respect, while seconds saves lives.



A staffing study was done by Northwestern In 2007. The Study noted the staffing in the

Communications Center to be 20 Public Safety Telecommunicators, with 6 PST Supervisors. Based on the population of Marathon County, the number and size of the Agencies we served, and the job responsibilities at that time, the study recommended an additional 4 PSTs. Four additional PSTs were approved but since then, only three positions were funded and filled. Since going to 12 hours shifts, we have twelve PSTs assigned to the Day Shift (6a-6p) and eleven PSTs assigned to the Night Shift. The requested position will be used to augment the Night Shift, to meet the needs of

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the never ending increase in demanded service as well as to allow for scheduling of the required training and staffing necessary to keep up with technology that is mandated, and some of which is already approved (CAD, Uniformed Addressing, Texting, NextGen, FirstNet).

According to the “Federal Reserve Economic Data” and “Wisconsin Demographics”, the

population of Marathon County has increased by 5,746 people since 2007 when the last staffing study was done (130,034 to 135,780 in 2015). This doesn’t include the influx of visitors in the winter due to Granite Peak ski hill, the Badger State Winter games and in the summer due to the County Parks, State Park, Wisconsin Valley Fair, Balloon Rally and other numerous events. The statistics for this demographic are not available, but anecdotally the number of events and those attending have increased greatly. The Wausau Area Visitor and Convention Bureau estimated that during the months of July, January, and February alone, there are over 60,000 athletes and family members in the Wausau/Marathon County area competing at various events.

In 2007 our Communication Center received 30,409 emergency 911 calls. In 2015 we received

35,451 emergency 911 calls. This is an increase of 5,042 emergency 911 calls. This doesn’t account for the average of 105,000 undocumented calls taken/made in a year (from 2015 data). This is the number of calls not entered as a separate event in the CAD system. Examples: calling property owners, answering calls from citizens with questions on scams, civil issues, calling funeral homes, calling hospitals so see if someone who walked away from an accident showed up there, arranging for a SANE nurse with the hospitals, calling for tow trucks and taxi cabs, calling Canadian National Railroad, calls to Salvation Army, calls to warming shelter. These are just a few examples of the seemingly unending list. The number of entries in the CAD (computer aided dispatch) has increased from 144,092 Events in 2011 to 154,944 Events in 2015 (an additional 10,852 Events for the year). The Everest/Metro Police Department had requested their own radio channel because of the heavy radio traffic volume for their Agency. Currently, Everest/Metro shares Channel 1 with Athens, Spencer, Stratford, Edgar, Marathon, Rothschild and Mosinee Police Departments. Channel 1 is the modern version of the old telephone party line; everyone shares it but no one else can use it when someone else is on. Everest/Metro’s request is a valid one but we are unable to make this happen because of our limited staffing. Since 2010 other Agencies found it necessary to increase their staffing to keep up with demand; Kronenwetter PD, newly established in 2004 having grown to 8 full time and two part time officers, Spencer PD has changed one of their ¾ positions to a full time position, Stratford PD has added one full time officer, Marathon County has added 3 K9 patrol dogs, Wausau PD has added ten officer positions.

In 2007, there were 322 Officers that worked 1742 hours of Traffic Enforcement Grants. That

number steadily increased until 2012, when there were 724 Officers that worked 3702 hours of Traffic Enforcement Grants. These shifts are all in addition to the normal radio traffic and complaints from these participating Agencies. Because of the Federal Government Sequester, traffic grants in 2014 and 2015 were limited. However, even though the number of grants was fewer, the number of officers per grant had increased. And it is anticipated for next year these grants, with the addition of drug enforcement grants will be back due to departments applying for them. All the above factors show the amount of work is increasing each year while the number of PSTs has remained constant. Using the above data, it can be reasonably projected that the population, number of calls for service, number of officers, and the number of traffic and drug enforcement grants will continue to increase.

Technology has and will continue to increase demand for our services. Such as the amount of time

it will take to handle each Text to 911 call. Training and transition to a new CAD software will be a long term commitment that promises to increase our capabilities of responding to emergencies regardless of how we receive those calls and capturing data for Law Enforcement, Fire and EMS. The Communication Division will be assigned the expectation of capturing most of this data and the primary resource in sharing all this data with these Responders and Agencies. Other technology which will be in the future is FirstNet. FirstNet is mandated by Congress. It provides a nationwide public safety broadband network for all Law Enforcement officers, firefighters,

Revised 7/18/14


paramedics and other public safety entities. D. What benefit will the position provide to the County? How does the position improve/enhance customer


By adding an additional PST, we will be able to give better service to our Customers and Citizens by allowing more individual attention, allow us to provide better interaction with our callers, and reduce the need to rush through the call. This should help to reduce errors, which will reduce liability. It would also reduce the stress level of the individual PSTs currently employed therefore reducing medical costs and unscheduled PTO days. Working with Human Resources we have come up with some strategies that should help to fill vacancies quicker.

E. Indicate any alternatives to creating this position that were considered and why you still chose to request the position?

One effort we made was to switch to 12 hours shifts, which greatly reduced the hundreds of hours

of mandatory overtime and gave our Public Safety Telecommunicators more days off. We also considered the “Call Taker – Dispatcher” PSAP model that larger Jurisdictions use. This would address the ever increasing demands for service of our Communications Center, but for now it is cost prohibitive. To adopt this model would require additional staff as well as a larger, redesigned Communications Center then what we have now. As the demands increase, along with the mandated new technology, we may have to revisit this option in the near future, but as for now, we are only requesting one additional PST.

F. What will be the effect if the proposed position is not created? The demand for services will continue to increase. The high standards that we set to provide our

services to our Customers and our Citizens, with zero tolerance for error, can not, and will not be lowered. This will eventually create more stress and burnout for our staff and more errors will occur, which will make it increasingly more difficult to retain our very competent and valued employees.


revenues, improved customer service, decreasing costs, enhancing services, etc?) The initial criteria will be noted improved customer service because of the additional manpower,

and also decreasing costs because of improved retention of well trained and competent employees. III. SPECIFIC DUTIES OF NEW POSITION

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List the specific duties position will perform plus the approximate percentage of time to be spent on each duty. • Input information from police officer traffic stops • Create CAD entries and verify caller information • Input driver and vehicle information via the TIME system • Check on welfare of field units, primarily by tracking time on various activities • Maintain equipment • Answer non-emergency phone calls • Maintain audio voice recorder and make copies for the public, D.A, attorneys, etc. • Make outgoing phone calls to assist field units (tow, taxis, interpreter service, fire, etc.) • Monitor security cameras • Monitor and dispatch various incoming alarms throughout the courthouse complex • Complete TIME audits • Answer NAWAS • Make NCIC CIB entries • Check criminal histories • Prepare Crime Stoppers/Answer/Documentation • Prepare Quick 50 Program/Answer/Documentation • Answer all after hours phone calls for all law enforcement agencies (MNSO, Wausau PD, and 9 outlaying agencies) • Control burn information • Handle parking requests • Answer non-emergency help calls for 31 fire departments, 16 ambulance departments, and 22 first responder departments • Weather warnings/watches and tests of the sirens • Conduct tower tests and maintenance checks • Perform CNT, SRT, Dive, Bomb & Haz Mat Team callouts • Enter, modify and supplement warrants, missing juveniles, stolen property, etc • Answer lieutenant’s phone when he is not available • Validate all current TIME system entries • Purge TIME records and verify entry has been purged • Provide pre-arrival instructions based on Power Phone Emergency Medical Dispatch • Dispatch DNR Wardens • Provide response to VARDA alarms • Prepare rabies control forms • Dispatch responses to residential, commercial security alarms/key holders • Learn various software and CAD computer systems • File state fatality reports via the TIME system • Run courthouse parking citations • Record searches for staff and officers • Provide in-house paging for jail, courthouse and security • Monitor on-call lists such as DA, juvenile intake, chips, etc. • Update E911 reference contact binder • Update bank alarms and procedures • Contact utilities, electric, gas, water sewer, etc. • Maintain deer list pick-up for DNR • Maintain & clean the E911 Center • File and verify injunctions • Public relations – give tours of E911 Center • Provide road condition reports for the state patrol • Arrange prisoner transports after hours • Call wreckers when requested This is not an all-inclusive list but it does include the majority of the PSTs duties on a daily/regular basis.

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B. Could another County department use the expertise of this position? OR could you use the expertise of another department to meet your needs? Why or why not?

The Public Safety Telecommunicator position provides a valuable service to all of our Customers

and Citizens of Marathon County, which would include all County Departments. The needs of this position could not be met by using the expertise of another department because the PST is a highly skilled and specialized position that requires many months of one on one Field Training before going solo. Then shadowed by other experienced PSTs and Supervisors until that person is confident and fully proficient to be a PST.


temporary help, current employee, etc.)? Why is this arrangement no longer acceptable? The work is being done by current employees. Because of an ever increasing demand for more

services of a Communication Center that is reaching near saturation, it is necessary at this time to make a request to approve funding of one additional PST, a position that had already been approved years ago. The noted difficulty of retaining a fully staffed Communication Center, and then the added difficulty of finding qualified applicants to fill these vacancies should be evident of the need.



The anticipated total cost for this position (salary, benefits) is $62,674.


Amount of County tax levy: $62,674 % of total costs: 100 %




the cost of the position? If yes, how? No.



The proposed position will lead to cost avoidance by reducing error and thus liability. It also can

be justified as an investment to provide better Customer service and a better employee work environment.

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E. Can the position costs be offset by eliminating or reducing a lower priority function? If yes, explain. No. There is no lower priority function that can be eliminated or reduced.


What is the recommendation of the committee of jurisdiction? NOTE: An updated or new Position Description Questionnaire (PDQ) may be necessary to complete the job evaluation process. Signature of Supervisor/Manager Completing Request Date Department Head Signature Date

Waste Management Specialist - B22Solid WasteFTE = 100%

DBM 222 $36,005 $42,306 $48,607

Health ‐ Family 1713.08 $17,967 $17,967 $17,967

Dental ‐ Family 58.56 $703 $703 $703





Worker's Comp ‐ Municipal 4.50% $1,620 $1,904 $2,187

PEHP $22 $572 $572 $572


2016 Proposed

Rates



Revised 7/18/14


APPENDIX A

NEW OR EXPANDED POSITION REQUEST


Department: Solid Waste Date: February 23, 2016

Position Requested: Solid Waste Tech I or II FT x PT FTE % (If unsure of classification, indicate “To be determined”) Number of Positions: 1

Division Position Will Be Assigned To: NA


Projected Start Date of Position: 1/1/2017 Priority Number of This Position: 1 If you are requesting more than one position, prioritize all your requests and indicate the priority number of position.


A. Is this position request compatible with the County’s mission statement? Yes.

We help the county achieve its mission of being the safest, healthiest and most prosperous by providing services critical to the protection of human health & the environment. By ensuring we have adequate staffing, we better serve the general public, respect the time constraints of commercial haulers to ensure the efficient management of their trucks (and their businesses), provide for a safer work environment for customers and staff and more effectively utilize the investment in the landfill air space resource.


department strategic plan? The goals of the SWD/SWMB strategic plan are: 1. Maximize landfill revenue; 2. Empower Marathon County residents and businesses to manage solid waste to their benefit; 3. Make recycling easy and fashionable; 4. Shift the paradigm to alternative uses for waste; 5. Influence state policy in order to make the highest and best uses of waste resources. When the SWD staff presented the pro forma, utilized for decision making on whether to contract for

operations services or conduct operations with county staff, the evaluation for the amount of staff needed was based on a historic and conservative average of 125,000 ton per year. However, since that time tonnages have increased due to an expansion of the service area through marketing, outreach and value-added consulting services. Tonnage is up by 40% since the pro forma and our ability to effectively manage this massive increase is challenged. Essentially, we do not have enough staff to not only push the waste through the working face, but also maximize compaction (and also prepare/place daily and intermediate cover). Failure to maximize compaction means a loss of investment in the landfill structure and a loss of earnings each day and over the life of the landfill. Essentially, because of staffing constraints, the compactor is used for not only compaction, but also for pushing waste…a very inefficient use of the compactor, netting marginal compaction densities.

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As well, the SWD provides a wide variety of supplementary programming to help meet our strategic

goals. In 2015, in addition to managing 260,000 ton of waste (as well as processing 1400 loads of bottom ash to be used as alternative daily cover), the SWD served 378 hazardous waste customers (25% businesses needing affordable hazardous waste services) and processed over 40,000 pounds of hazardous waste, recycled 1100 tons of shingles, provided consulting services to 48 customers with special waste projects (i.e.: brownfield projects, soil cleanups & complex demolition projects) and provided a wide variety of recycling services (tires, scrap metal, electronics, waste oil, batteries, fluorescent bulbs, etc.).

Additionally, we internalized not only landfill operations, but have also internalized standard construction

work, construction quality assurance (QCA), repair work of leachate, gas and landfill systems, road building, seeding and irrigation, stump removal (as part of upcoming liner construction) and other jobs previously done by a host of contractors. By internalizing this type of work, we have save nearly a half million dollars between 2014 and 2015.

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The reason for the position request are:

1. As stated previously, maximizing compaction densities is how we realizes the best return on investment. A loss of even a couple hundred pounds per cubic yard equates to nearly a million dollars loss annually.

2. We are not able to maximize compaction now that tonnage is up 40%. Essentially, because we are short-staffed, the compactor operator is not only attempting to compact waste, but also push waste. The compactor is not designed for pushing waste. The ideal operational scenario has one operator on the dozer and one on the compactor. As well, an additional operator provides end-of-day support by delivering cover materials to the working face.

3. 2016 will see the installation of the gas system on Bluebird Ridge and the beginning of leachate recirculation (both required components of the Plan of Operation and Title V Air Permit). The staff person currently in charge of managing the gas system already has a full-time job of balancing the 4 dozen gas wells and gas recovery system. As well, the gas system staff person is lead on the universal and hazardous waste facility work and with the addition of the new gas wells, he will not be able to tend to the haz program. The new staff person would take the lead on universal, haz & special wastes. Currently there is no staff person hired to implementing the leachate recirculation plan.

4. Currently, we have difficulty schedule PTO because the loss of one individual puts additional stress not only on the remaining employees, but also on the person taking PTO. Staff has reported feeling guilty for taking time off and burdening the other members of the team. Staff is not taking all the PTO they are entitled to.

5. Approximately 25-30 percent of tonnage arrives daily in transfer trailers of 20-35 ton per load. As many as 4-6 will arrive at one time, all backed into the working face. Daily tonnage averages 900-1000 ton per day.

6. Currently, in order to meet operational demands, the operations manager is frequently filling the

Revised 7/18/14


role of additional operator. This leaves much of his work undone or with the director to do in addition to her responsibilities.

7. We have tried to fill the staffing void for routine jobs, such as mowing, fence repair, seeding, bio-filter maintenance, vegetative buffer maintenance, general hazardous waste services, etc., with qualified interns. However, their tenure is restricted to June-August.

8. As well, we use a seasonal staff person to help off-set time constraints for the more routine work. However, seasonal staff is not qualified to operate the compactor, dozer or excavator.



Currently the SWD enjoys a high level of customer service satisfaction. Recent surveys of our 2 general class of customers were conducted. One group, waste drivers and casual customers, gave the department a 3.6 our 4.0 in customer satisfaction, with time turnaround a key indicator of customer satisfaction. Time is money for the waste drivers, especially those on incentive pay. Comments from the respondents indicated that anything slowing turnaround would affect their overall satisfaction. Having 2 full operators in the fill, one pushing waste away from the back of the truck with a dozer (a piece of equipment that moves around more quickly and efficiently than does the compactor) gets the truck on its way more quickly and makes the driver happy, makes their boss happy and ensures we have happy, returning customers.

Total Average Scores

Score (1 Poor, 2 Fair, 3 Good, 4 Outstanding)

Ease of Unloading 3.63

Helpfulness of Staff 3.68

Turnaround Time 3.62

Site Safety 3.70

Signage 3.68

Overal Satisfaction 3.66

The other group of customers were elected officials and municipal staff for the existing customer base. With a 60% response rate, we received a 100% customer satisfaction rating (all respondents rating either “Very Satisfied” or “Satisfied”). Thirty percent of the respondents indicated that cost-effectiveness was a key reason they use the SWD for their disposal needs. As well, this group of respondents are asking for additional support in education and outreach for recycling and waste reduction. We would like to continue to maintain this level of customer satisfaction by meeting their needs and keeping rates affordable.

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the position? We have, for the past several years, been lucky enough to have well-qualified interns that required little training or massive oversight. They really helped us during the busiest time of year, the summer. However, the demand for the Waste Management Program interns has intensified and getting a qualified intern is a bit tenuous. We thought of continuing to use interns, but know it is just a Band-Aid fix for a growing business that now has a service area cover 18 counties. We have tried the past several years to fill much of the operator role with the operations manager. However, given the county’s growing interest in having managers and supervisors be focused on providing leadership and managing people, this cross-purpose role for him is creating serious challenges for his leadership and management, as he is far too busy being an operator.


Likely we will have to begin turning away waste. We cannot continue to lose money by not having adequate staff conducting operations and not maximizing our customers return on investment. If our ROI is not maximized, tipping rates may have to increase in order to cover that loss. As well, we have not met our first strategic goal of maximizing landfill revenues. Or if we continue to take the same amount of waste, employee morale will suffer, safety becomes a bigger concern and we will have to contract out for the maintenance and other work. We will have to just concentrate on the landfill and close other programs.

G. What criteria will you use to monitor the effectiveness and performance of the position. (Increasing revenues, improved customer service, decreasing costs, enhancing services, etc?)

Compaction densities are monitored on a real-time basis with the addition of the new GPS system. As a

result, we expect to see an increase of at least 150 pounds per cubic yard compaction. Additionally, since this staff person would be taking on the new leachate recirculation program, we would expect to see an extra 50 pounds per cubic yard with a better saturated waste mass. With the start of this program, we will also see less leachate management costs. Our hope is to continue to meet or exceed our customer service ratings, given that management would be more available to provide the “outside the gate” programming such as a recycling education program or a composting certification program.


A. List the specific duties position will perform plus the approximate percentage of time to be spent on each duty. Haz, universal & special waste = 30% Leachate recirculation = 20% Operations support = 40% Construction, maintenance = 10%

B. Could another County department use the expertise of this position? OR could you use the expertise of another department to meet your needs? Why or why not?

Not likely…may Highway, but we need someone full-time, not occasionally.

C. If the work is currently being done by the County, how is it being accomplished (contract basis, temporary help, current employee, etc.)? Why is this arrangement no longer acceptable?

Currently, getting the jobs done requires all hands on deck at almost all times. The standard workweek is

Revised 7/18/14


45-50 hours. Most days are 9-10 hours. We are currently shifting the workload around as much as possible, but no one can really take time away or be sick. We do try to utilize some interns and the temp staff person, but their levels of expertise is frequently not adequate to perform the more complex work. As well, we will be adding in a new job responsibility; leachate recirculation oversight.



$100,000-$125,000 ($0.60-$0.70 per ton)

B. Explain specifically how position will be funded. This position will be funded with tipping fees (100%).

Amount of County tax levy: $0.00 % of total costs:




the cost of the position? If yes, how? Yes. As explained previously, having the additional hand in the landfill working face will allow us to

maximize compaction and as a result, landfill revenues. Additionally, having the additional staff person will allow us to continue to internalize the routine maintenance and construction projects and realize hundreds of thousands of dollars in savings a year.



As one SWMB member said, the additional staff is an investment in not only staff morale, but also in the effective use of the landfill investment. Over the life of the landfill, not achieving the industry standard of 1800#/cu yard is a loss of 2/3 of a million ton of waste, with loss revenue potential of $9-15 million.

E. Can the position costs be offset by eliminating or reducing a lower priority function? If yes, explain. V. COMMITTEE OF JURISDICTION

What is the recommendation of the committee of jurisdiction? This position request was approved by the SWMB at their February 8, 2016 meeting.

Revised 7/18/14


NOTE: An updated or new Position Description Questionnaire (PDQ) may be

necessary to complete the job evaluation process.

Signature of Supervisor/Manager Completing Request Date Department Head Signature Date Enclosures include: Draft job description & Planning for 2017 PowerPoint presented to SWMB on 2/8/16

February 16, 2016

February 16, 2016

Planning for 2017New position request

Background

Spring 2013 Pro-Forma to Evaluate County-Run Operations v. Contractor

Conservative estimate of 125,000 ton per year

Supported hiring 3 FTE & purchase of equipment

2 equipment operators; 1 maintenance specialist

Tonnage trends-up 40% over conservative estimate

Site Statistics

Average 900-1000 ton per day

21,455 tickets run in 2015 (3,959 Area B ash haul)

25-30% transfer trailers (18-35 tons per load)

Average 90-100 vehicles per day

1400 loads of bottom ash (ADC)

Arrival times of tonnage per half hour

Compaction data

Average 2015 = 1380.51

Used 225,256 cubic yards of air space

Goal is 1800-2000 pounds per cubic yard

Industry standard using 60 ton compactor in northern climates

Loss of compaction density means

Loss of air space

2015 loss = 58,757 cubic yards (approx. 3 months of disposal capacity)

Loss of income

Approx. $1.2 million loss of revenue in 2015

Need to build additional cells sooner than anticipated

MARATHON COUNTY CLASS SPECIFICATION TITLE:

Solid Waste Technician I

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BAND GRADE SUBGRADE FLSA STATUS CLASS SUMMARY: This position will be lead in ensuring the safe and effective operation of the hazardous & universal waste facility. This position will be lead in evaluating special wastes for disposal suitability. This position will be lead in operation and oversight of the leachate recirculation system according to the prescribed standards of the official plan of operation and administrative code and work collaboratively with gas technician to ensure recirculation operations are effectively managed through the gas system. This position also serves as back up to landfill operations, site maintenance and construction operations. This is a 9-hour per day position, with seasonal duties every other Saturday (March-November).

TYPICAL CLASS ESSENTIAL DUTIES: (These duties are a representative sample; position assignments may vary.)

1. Use departmental hazardous waste operations, safety & contingency plan to guide the safe and effective operations of the hazardous and universal waste facility. Receive hazardous wastes from both households and very small quantity generator (VSQG) customers. Evaluate requests for VSQG against NR600 rules to verify business meets VSQG limits. Classify all in-bound wastes and contain according to prescribed plan. Update operations, contingency and safety plan as needed.

2. Use Bluebird Ridge Plan of Operation Special Waste Protocols & Acceptance Criteria to

screen all requests for disposal of high volume industrial wastes, demolition projects and contaminated soils. Provide recommendation to director and manager as to whether waste is considered hazardous or non-hazardous solid waste.

3. Use Bluebird Ridge Plan of Operation Leachate Recirculation Plan, prescribed regulatory

measures and best management practices to conduct required organic stability measures. Monitor for signs of failure and take corrective actions as necessary. Work directly with gas technician to ensure the effective operations of gas system.

4. Serve as backup to operations staff, run heavy equipment for compaction, pushing waste

and delivering daily cover materials. Support site maintenance by operating heavy equipment, building/repairing structures, operating hand tools and chain saws and supporting work to upgrade and/or build landfill.

5. Performs other duties of a similar nature or level.

TRAINING AND EXPERIENCE (positions in this class typically require): Associate degree (A.S., A.A.) or two-year technical certificate or Bachelor’s degree in Waste Management, Soils, Engineering, Natural Resource Management or Environmental Science



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LICENSING REQUIREMENTS (positions in this class typically require): Licensing Requirements (or able to obtain within 3 months): Valid Driver’s License Dept. of Natural Resources Landfill Operator or Manager License HazWoper Certification Chain Saw Operations Certification

KNOWLEDGE (position requirements at entry): Knowledge of: Hazardous, universal & special waste characterization; Hydrology and character of moisture transference through compacted waste Landfill gas systems Safe work methods and procedures related to solid, hazardous & universal waste management; Basic arithmetic, common scales, weights and measurements; Applicable laws, codes, rules and regulations (EPA, OSHA, DNR, etc.); Heavy equipment operations

SKILLS (position requirements at entry): Skill in: Positive attitude and ability to effectively contribute to a positive work culture Providing customer service; Team participant Operate a wide variety of heavy equipment Maintaining records and files; Using a computer and related software applications; Communication, interpersonal skills as applied to interaction with subordinates, coworkers,

supervisor, the general public, etc. sufficient to exchange or convey information and to give and receive work direction.

PHYSICAL REQUIREMENTS: Positions in this class typically require: reaching, standing, walking, pushing, pulling, lifting, fingering, grasping, feeling, talking, hearing, seeing and repetitive motions. Medium-to-Heavy Work: Exerting up to 100 pounds of force occasionally, and/or up to 50 pounds of force frequently, and/or up to 25 pounds of force constantly to move objects. Incumbents may be subjected to moving equipment, backing/staging trucks, moving mechanical parts, loud noises, smells, dust, chemicals, wild animals and extreme temperatures.

NOTE: The above job description is intended to represent only the key areas of responsibilities; specific position assignments will vary depending on the business needs of the department.



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CLASSIFICATION HISTORY: Draft prepared by Fox Lawson & Associates a Division of Gallagher Benefit Services, Inc. (QP) Date: (06/2013)

Documents

MARATHON COUNTY HUMAN RESOURCES, … more than one position of the same classification is being requested, also justify the number requested. In June 2015, one new FTE position was