1. CALUMET COUNTY, WI 2015 MARKET REVIEW Patrick Glynn October 13, 2015

2. Measuring TRMS 1. Align total rewards policies with strategic objectives 2. Measure employee engagement and satisfaction 3. Inventory and cost total rewards 4. Document jobs accurately 5. Establish and maintain internal equity 6. Measure competitiveness 7. Develop a manageable, affordable pay plan 8. Manage benefits 9. Focus on employee development 10. Communicate total rewards on a personal level

3. Current Plan Adopted in 2012 Control Points (Midpoints) based on Market Acknowledged need to be competitive due to geography Match the market Step Plan Min @ 87.5% of Control Point (Midpoint) Max @ 112.5% Goal of Movement to Hybrid or Open System

4. Calumet County 2014-2019 Strategic Plan (Key Elements) Attract, Develop and Maintain a Highly-Functioning County Staff” Assure that all aspects of what constitutes a highly-functioning County Staff is understood by County Board and County Staff Develop an On-Boarding Plan Commitment to recruit, develop and maintain the best employees Develop Employee Manual/Operations/Procedures Training Define Management Training plan for each year Organize staff engagement throughout the year

5. Tracking Employee Expenses to Budget 20152014201320122011 Salaries/Wages$12,995,571$12,224,853$11,974,890$11,719,019$11,671,585 Fringe Benefits$5,038,344$4,847,605$4,452,908$4,591,949$4,911,878 Total Wage/Fringe$18,033,915$17,072,458$16,427,798$16,310,968$16,583,463 Wage/Fringe % Growth5.6%3.9%0.7%-1.6%n/a Total Expenditures$46,467,591$45,446,171$48,213,813$45,222,674$48,759,883 Expenditure Growth2.2%-5.7%6.6%-7.3%n/a Wage/Fringe as % of Expenditures 38.8%37.6%34.1%36.1%34.0% Budgeted FTE238.86238.16235.24236.36237.71 FTE Growth0.702.92-1.12-1.35n/a

6. C/Ratio = Current pay divided by grade midpoint Graden-CountC/Ratio B6101.7% D11101.0% E10103.8% F4098.9% G38100.0% H1299.8% I1299.1% J45103.1% K15102.5% L8108.4% M3101.7% N699.6% O4108.1% P197.5% Q187.5% R195.0% S3105.8% U1100.0%

7. Departmentn-CountC/Ratio Circuit Court694.6% Corporation Counsel399.2% County Administrator2105.0% County Clerk187.5% District Attorney6100.4% Emergency Management1110.0% Finance495.6% Health Division (DHHS)25103.7% Highway Department2299.4% Human Services76102.0% Information Services6105.0% Conservation590.5% Maintenance4106.3% Parks7103.2% Personnel3100.8% Register of Deeds192.5% Planning, Zoning & Land Info6107.0% Sheriff's Department35101.6% Treasurer295.0% University Extension292.5% Veterans Service2100.0%

8. Age Profile GroupingNumber Percent of Whole Cumulative Percent Age 60 or Older83.7% Age 55 to Age 602913.2%16.9% Age 50 to Age 553716.9%33.8% Age 45 to Age 504118.7%52.5% Age 40 to Age 452712.3%64.8% Age 35 to Age 402913.2%78.1% Age 30 to Age 353114.2%92.2% Age 30 or Less177.8%100.0% Total219100%

10. Service Profile GroupingNumber Percent of Whole Cumulative Percent Greater than 35 Years of Service73.2% 30 Years to 35 Years10.5%3.7% 25 Years to 30 Years115.0%8.7% 20 Years to 25 Years2411.0%19.6% 15 Years to 20 Years4118.7%38.4% 10 Years to 15 Years2511.4%49.8% 5 Years to 10 Years4118.7%68.5% Less than 5 Years of Service6931.5%100.0% Total219100%

12. Calumet County: Health Insurance Data Comparison: Calumet County & Kaiser Family Foundation Data Plan Type Family Premium Employer % Contribution Employer Annual Cost Employee Annual Cost Calumet County - HDHP/SO Plan$15,14487.5%$13,251$1,893 KFF Data for HDHP/SO Plans: National Average (Plan Type)$15,97275.0%$11,976$3,996 State/Local Government$14,37679.0%$11,352$3,024 Midwest$15,73277.0%$12,108$3,624 Plan Type Single Premium Employer % Contribution Employer Annual Cost Employee Annual Cost Calumet County - HDHP/SO Plan$5,49687.5%$4,809$687 KFF Data for HDHP/SO Plans: National Average (Plan Type)$5,56884.0%$4,680$888 State/Local Government$5,36491.0%$4,884$480 Midwest$5,66482.0%$4,644$1,020

13. Compensation Café: 10/12/2015 “When base pay is inadequate, no amount of non-cash total reward elements can fill that gap. Only when employee income is enough to cover basic lifestyle costs will supportive conditions exist for other reinforcements to be valued. Rewards like fringe benefits, perquisites, recognition systems or other non-cash positive consequences are only effective when they supplement decent income levels. Think of cash as oxygen, the fuel essential for life. With it, we breathe and strive for more… like food, shelter, affection, respect and self-actualization. Those “extras” lose their importance if we begin to struggle for air.”

14. Source of data on this and subsequent slides: 42 nd Annual WorldatWork Salary Budget Survey

17. Carlson Dettmann Consulting Wisconsin Public Sector Statewide Summary: By Group Employee Group 2016 nAverage Exempt (Non-Union)1411.7% Non-Exempt (Non-Union)1341.6% General Municipal (Union)361.5% Teachers (Union)71.7% Police (Union)1132.0% Fire (Union)291.7% Transit (Union)81.4%

18. Data Reviewed Mid-2015 54 benchmarks Similar to 2012 list Multiple survey sources 27 public sector employers BLS (Appleton, Fond du Lac, Green Bay, Oshkosh, Sheboygan) Northeast WI 2014-15 Chamber Survey Towers Watson for regional/state data Data aged 2% to January 2016

20. Comparable Communities Counties: Chippewa, Columbia, Dodge, Eau Claire, Fond du Lac, Jefferson, La Crosse, Manitowoc, Outagamie, Ozaukee, Pierce, Portage, Sheboygan, St. Croix, Walworth, Waupaca, Winnebago Cities: Appleton, De Pere, Fond du Lac, Green Bay, Manitowoc, Menasha, Neenah, Oshkosh, Sheboygan

23. Observations/Recommendations On the whole, the pay plan is competitive Variance on a position-by-position basis Address individual situations as the need requires As long as market and/or job evaluation supports the decision Use 2015/16 to complete the following tasks: assess engagement results, develop action plan(s) and measurements of progress, and assist with deployment and evaluation in preparation for Q1 2017 engagement reassessment redevelop the employee development (i.e. performance management) process, tools, and measurement system; train staff, and assess implementation revisit the strategic plan elements relating to the County’s workforce and develop formal compensation strategy develop a recognition strategy that is relevant to the employees and acceptable to the Board