Personnel Committee Meeting — Agenda Packet

October 5, 2026 Personnel Committee Agenda 1 City of Lake Geneva, 626 Geneva St, Lake Geneva, WI 53147-262.248.3673-www.cityoflakegeneva.gov Personnel Committee Agenda Monday, October 5, 2026 - 4:00 PM Lake Geneva City Hall; Council Chambers Members: Chair: Janelle Powers Sherri Ames, Mary Jo Fesenmaier, Joel Hoiland and Cindy Yager 1. Call to Order 2. Roll Call 3. Comments from the public limited to 5 minutes, limited to items on this agenda 4. Approval of the minutes from September 9, 2026 5. City Administrator's Report 6. Discussion/Recommendation regarding the Riviera Events Coordinator job description 7. Discussion/Recommendation regarding the Mechanic job description for public works (continued from September 9, 2026 Personnel Committee meeting) 8. Discussion/Recommendation regarding the Training and Development Policy Framework possible amendments (continued from the Personnel meeting on September 9, 2026) 9. Adjournment A quorum of the Council may be present; however, no official Council action will be taken. Requests from persons with disabilities who need assistance to participate in this meeting should be made to the City Clerk’s office in advance so that the appropriate accommodations can be made. Page 1 of 25 September 9, 2026 Personnel Committee Minutes 1 City Of Lake Geneva Personnel Committee Minutes Wednesday, September 9, 2026 - 4:00 PM Lake Geneva City Hall; Council Chambers Call to Order Chair Powers called the meeting to order at 4:00 pm. Roll Call Present: Powers, Ames, Fesenmaier, Hoiland, Yager Absent: none Comments from the public limited to 5 minutes, limited to items on this agenda None Approval of the minutes from August 3, 2026 Motion by Ames to approve, second by Yager. No discussion. Motion carried 5-0 on a voice vote. City Administrator's Report City Administrator DeAngelis reported on various topics including seasonal staff and the status of the new payroll and HR software program implementation. Discussion followed between committee members and the administrator regarding weekend staffing of the boat launch and the HR position job description. Discussion/Recommendation regarding the job description for the mechanic position for public works City Administrator DeAngelis introduced the background for the item. Discussion followed between committee members regarding fleet inventories, a work order ticketing system, repair histories, work outsourcing information, and interdepartmental budgeting for the position. Administrator DeAngelis clarified that this item is in reference to establishing and updating the job description only. Discussion followed regarding points in the job description in specific sections such as general duties and salary grade. Motion by Yager to continue this to the next Personnel Committee meeting, second by Ames. Motion carried 5-0 on a voice vote. Discussion/Recommendation for a letter of understanding with the Geneva Lake Police Association regarding the K-9 Unit City Administrator DeAngelis introduced the item, stating the Union has accepted the MOU and now the City needs to approve the agreement. Discussion followed regarding item E of the MOU regarding the vehicle requirements. It was clarified that an existing vehicle will be retrofitted to accommodate the K9, which has already been budgeted for. Motion by Hoiland to recommend approval to the Council, second by Yager. Motion carried 4-1 on a voice vote with Fesenmaier voting no. Discussion/Recommendation regarding the incorporation of revisions from a memorandum dated August 6, 2026 and Draft Training and Development Policy Framework dated July 31st, 2026 into the Training and Development Policy Framework adopted by the Common Council on August 19, 2026 (Referred to the Personnel Committee by the Council on August 19, 2026, during consideration of an agenda item request submitted by Alders Hoiland and Smith) Motion by Hoiland to continue this item to the October Personnel Committee meeting, and direct staff to update the revisions with suggestions from Committee members, second by Fesenmaier. Questions and discussion followed between committee members and Administrator DeAngelis on the various options for documents for inclusion and review in the packet for the October meeting. Motion carried 5-0 on a voice vote. Adjournment Motion by Ames to adjourn, second by Yager. No discussion. Motion carried 5-0 on a voice vote. The meeting adjourned at 4:35 pm. These minutes are unofficial until approved by the committee. Vanessa Jahns-Deputy City Clerk Page 2 of 25 Agenda Memo 09/30/2026 3:30 PM (CDT) Agenda Memo Review and Approval Procedure Please review the procedure document before proceeding. Select the Appropriate Meeting Level for Your Item Initial Request Committee Personnel Committee Brief Subject Title Events Coordinator Position Agenda Item Wording Discussion/Recommendation regarding the creation of a events coordinator position description. Submitted By David De Angelis Submitter Email Address cityadmin@cityoflakegeneva.gov Purpose of Committee Request General Business Background / Request The Tourism Board created an events coordinator contract position for the purpose of assisting and coordinating with the City's hoteliers for bookings and to market and do the event planning for the Riviera, the City's designated convention center. This position has been very successful in improving the utilization of the Riviera since taking this over from the Harbormaster position. What this arrangement does not have is any responsibility for the coordination of both event staff and maintenance for the Riviera along with no direct oversight by the City for this position. I believe that it is in the best interest of the City to have more direct oversight of this position which generates significant revenue for the City and to have them in a position to schedule, hire and fire, and direct the event staff under the direction of the Parks Director. This would allow for better overall management of the facility and allow for better utilization of the facility. This would be a full time position placed in paygrade G which includes the harbormaster. This position would begin in fiscal 2027. Does Item Have a Fiscal/Budget Impact? Yes Estimated Cost $60,000.00 Funding Source Lakefront Fund GL Number N/A Budget Status N/A Budget Request Detail This position would be funded through revenues from the Riviera operations and also anticipates a split of the cost of the position with a minimum contribution of $70,000 from the Tourism Board. However the request is being made to change that to a 25/75 split for the position with the Tourism Board which would acknowledge the increase in costs due to benefits. If that proposal is accepted then the cost for the position for the City would be $32,500. Does Item Have Ordinance or N/A Page 1/3 Page 3 of 25 Policy Implications or Changes? Possible Motion I am recommending approval of the position description with a minimum funding from the Tourism Board of $70,000. Necessary Attachments Events Manager Job Description - 9-17-2026 draft.docx Page 2/3 Page 4 of 25 Agenda Memo Final Approval - City Admin 09/30/2026 4:17 PM (CDT) Approved by David De Angelis (cityadmin@cityoflakegeneva.gov) Administration Approval City Administrator Date of Review 09/30/2026 City Administrator Additional Comments None City Administrator Signature Page 3/3 Page 5 of 25 Events Manager Department: Parks Department FLSA Status: Exempt Reports to: Parks Director Salary Grade: G General Definition of Work The Events Manager is responsible for the planning, coordination, and operation of facility-based events at City of Lake Geneva Parks Department facilities, including the Riviera Ballroom and future event facilities. This position serves as the primary City contact for weddings, receptions, conventions, conferences, meetings, talks, and other private events. The Events Manager oversees event bookings, client and vendor coordination, event staffing, facility readiness, and event-day operations. The Parks Director retains responsibility for City-sponsored special events and overall departmental event strategy. This is a full-time, year-round position. Responsibilities shift seasonally, with increased private event activity during the spring and summer and greater emphasis on planning, marketing, facility development, administrative work, and support for departmental events during the fall and winter. Ability to work evenings, weekends, holidays, and other nontraditional hours as required by event schedules. Qualification Requirements To perform this job successfully, an individual must be able to perform each essential function satisfactorily. The requirements listed below are representative of the knowledge, skill, and/or ability required. Reasonable accommodation may be made to enable individuals with disabilities to perform the essential functions. Essential Duties and Responsibilities General Duties • Manage the full private event sales and coordination process, from initial inquiry and facility tours through booking, contract execution, event planning, event-day coordination, facility turnover, and client follow-up. • Coordinate event logistics including schedules, layouts, setup and teardown, equipment, vendors, catering, parking, access, and other operational needs. • Manage event calendars, contracts, deposits, records, and related administrative processes in accordance with City procedures. • Promote City event facilities and develop relationships with clients, event professionals, businesses, tourism organizations, and community partners to support facility utilization and revenue. • Attends Tourism Commission meetings, group meetings, trade shows, conferences, and other assigned events; provides regular updates regarding activities, progress, and event coordination to the Commission and the Parks Director. • Coordinate facility readiness, inspections, maintenance, custodial, equipment, and safety needs with appropriate City staff and ensure events comply with applicable City requirements. • Coordinate with City departments as needed and assist the Parks Director with special events and other departmental activities as assigned. Strategic and Long-Range Planning • Assist the Parks Director with event strategy, facility utilization, and long-range planning. • Evaluate event demand, customer feedback, operating needs, and revenue opportunities. Page 6 of 25 • Recommend improvements to event policies, procedures, rental rates, packages, marketing, and customer experience. • Assist with the planning and operational development of future event facilities and event-related capital planning and facility improvements. Supervision • Recruit, hire, train, schedule, and supervise seasonal, temporary, and event staff while establishing staff expectations, procedures, customer service standards, and safety requirements. Budget • Responsible for budgeting for Riviera operations and assisting in capital planning for lakefront projects and other projects as assigned. Knowledge, Skills, and Abilities • Knowledge of event planning, facility operations, hospitality, and customer service. • Knowledge of vendor coordination, contracts, budgets, and revenue administration. • Knowledge of municipal policies, procedures, ordinances, safety, accessibility, and facility requirements. • Strong written and verbal communication, organization, and problem-solving skills. • Ability to manage multiple events and competing priorities. • Ability to work independently and exercise sound judgment. • Ability to establish effective relationships with clients, vendors, City staff, businesses, and community partners. Education and Experience • Bachelor's degree in Communications, Marketing, Hospitality & Tourism, Business Administration, Public Relations, or a related field, or an equivalent combination of education and experience. • Two years of progressively responsible experience in event management, hospitality, facility management, convention services, tourism, or a related field. • Demonstrated ability and experience coordinating events, vendors, clients, and operational details. • Experience recruiting, training, scheduling, or supervising employees preferred. Physical Demands The work of the Events Manager is performed both in an office setting and in the field at City Event facilities, in all weather conditions. While performing the duties of this job, the employee is frequently required to sit or stand for extended periods of time. • Must be able to lift and move up to 20 pounds. • Must have hand-eye coordination to operate equipment, tools, and office devices. • Must be able to communicate effectively in person, on the telephone, and electronically. The physical demands described are representative of those that must be met by an employee to successfully perform the essential function of this job. Reasonable accommodation may be made to enable individuals with disabilities to perform the essential function. The City of Lake Geneva is an Equal Opportunity Employer. Page 7 of 25 Agenda Memo 09/30/2026 4:16 PM (CDT) Agenda Memo Review and Approval Procedure Please review the procedure document before proceeding. Select the Appropriate Meeting Level for Your Item Initial Request Committee Personnel Committee Brief Subject Title Mechanic Job Description Agenda Item Wording Discussion/Recommendation regarding job description for mechanic position for public works. Submitted By David De Angelis Submitter Email Address cityadmin@cityoflakegeneva.gov Purpose of Committee Request General Business Background / Request This item was discussed at the last Committee and continued for the purposes of additional information and a clean version of the job description which is attached to this form. The additional information requested was regarding fiscal and operational impact. In relation to operation impact the estimate of time currently annually being expended is roughly between 2000 and 3000 hours. The reason for the large spread is this activity is not currently being tracked by staff and is based on the experience of the public works director and superintendent. What is also relevant is the disruption to other operations as there is not a dedicated person to manage the maintenance operation which would allow for greater efficiency in performing the work as well as providing good documentation for preventive maintenance. This would allow for better equipment forecasting and replacement planning. Does Item Have a Fiscal/Budget Impact? Yes Estimated Cost $55,000.00 Funding Source general fund GL Number N/A Budget Status N/A Budget Request Detail This position would be partially offset by bringing in house routine maintenance of police and some fire vehicles as well as keeping some public works equipment in house that is currently being sent to outside contractors. The estimate of value of this work is approximately $30,000 from fire, $35,000 from police and $10,000 from public works for a total of $75,000. The wages and benefits for a mechanic at step 1 in pay grade G is $130,000 assuming full family health insurance coverage. This then results in an overall increase to $55,000. Does Item Have Ordinance or N/A Page 1/3 Page 8 of 25 Policy Implications or Changes? Possible Motion I am recommending approval to create the job description and position of mechanic to start in 2027. Necessary Attachments Mechanic Job Description -09-17-26 draft.docx Page 2/3 Page 9 of 25 Agenda Memo Final Approval - City Admin 09/30/2026 4:19 PM (CDT) Approved by David De Angelis (cityadmin@cityoflakegeneva.gov) Administration Approval City Administrator Date of Review 09/30/2026 City Administrator Additional Comments None City Administrator Signature Page 3/3 Page 10 of 25 Mechanic Department: Public Department FLSA Status: Non-Exempt Reports to: Public Works Director Salary Grade: G with CDL/Air brake and ASE Cert. General Definition of Work Performs intermediate to highly skilled mechanical work on City equipment and vehicles. Work is performed under the limited supervision of the Foreman. Due to the nature of the work, flexible hours may be required during emergencies and/or weather events including on call status. This is a full-time, year-round position. Qualification Requirements To perform this job successfully, an individual must be able to perform each essential function satisfactorily. The requirements listed below are representative of the knowledge, skill, and/or ability required. Reasonable accommodation may be made to enable individuals with disabilities to perform the essential functions. Essential Duties and Responsibilities General Duties • Prioritizes, determines and executes needed maintenance and repairs of City equipment (Public Works, Police, Fire, EMS Parking, and Utilities), stocking/ordering materials and supplies for tasks and projects as it relates to the City Fleet. Must be a self-starter and work efficiently without supervision. • Maintains inventory of all tools and parts. • Maintains shop area. • High level of use of tools of the trade. • Assist Police and Fire with any emergency situations as needed. • Performs many activities from elevated positions such as ladders, platforms and bucket trucks. • Operates a variety of equipment including excavator, skid steers, trucks, backhoe, tractors, loaders, compactor, aerial bucket, pumps, compressors, rollers, snowplow equipment/vehicles and a variety of power and hand tools to assist, supplement and diagnose. Monitors equipment-operating condition. Performs, repairs and recommends equipment replacement. • May perform activities on, in or near bodies of water. Ponds, lakes, rivers, etc. • Participate in seminars, classes, trade shows as assigned. • Participate in safety training. • Responds to situations/emergencies outside normal work hours. Commonly, snow removal operations, but other items may include storm damage, flood control, etc. • Perform any and all work as assigned in any weather condition Page 11 of 25 Strategic and Long-Range Planning • Assist the Public Works Director in establishing budgeting priorities and evaluating existing equipment for replacement scheduling. . Supervision • None Budget • Responsible for operating with-in assigned budget and providing estimates of expenses for maintenance of vehicles. Knowledge, Skills, and Abilities • Skilled in analyzing, diagnosing and correcting mechanical, hydraulic, fuel, emission and electrical failures and defects on a variety of vehicles. • Ability to use diagnostic devices and software to repair engine and transmission failures. • Skilled in using specialized tools and machines common to the trade. • Ability to plan and prioritize repair work. • Read, understand and carry out repair instructions from repair manuals, both written and electronic. • Follow oral and written instructions. • Ability to maintain effective working relationships with fellow employees, suppliers, and vendors. • Ability to operate heavy equipment. • Welding/fabricating • Ability to identify needed repairs during vehicle inspections. • Be reliable, thorough, and ethical. • Ability to maintain records either on paper or electronically via Microsoft products or manufacturer software and coordinate with the DPW Office. • Ability to use the internet as needed. • Knowledge of engines, electrical systems, drive trains, air brake systems, tires and rims. • Communicate verbally and via phone and email with staff, vendors and suppliers. • Assist Foreman in identifying needs of the department. • Willing to learn and be taught new techniques pertaining to new vehicle systems through online and in person training. Education and Experience • High school diploma or GED • ASE certification for vehicles and/or heavy trucks/equipment. • Journeyman truck and/or equipment mechanic status. • Class B CDL with air brake, or able to acquire in 12 months. • Ability to be Forklift/industrial truck trained. Page 12 of 25 Physical Demands • Regular exertion of up to 75 pounds of force and occasional exertion of over 100+ pounds of force • Standing, walking, carrying, sitting or lying in unusual positions to access work. Speaking and hearing, using hands to finger, handle or feel, reaching with hands and arms Repetitive motions, frequently require pushing, pulling and lifting and requires climbing or balancing, stooping, kneeling, crouching or crawling and tasting or smelling; • Work requires close vision, distance vision, ability to adjust focus, depth perception, color perception, night vision and peripheral vision (with or without corrective measures) • Vocal communication is required for expressing or exchanging ideas by means of the spoken word and conveying detailed or important instructions to others accurately, loudly or quickly; hearing is required to perceive information at normal spoken word levels and to receive detailed information through oral communications and/or to make fine distinctions in sound; work requires preparing and analyzing written or computer data • Visual inspection involving small defects and/or small parts, using measuring devices, assembly or fabrication of parts within arm’s length, operating machines, operating motor vehicles or equipment and observing general surroundings and activities • Working near moving mechanical parts, exposure to fumes or airborne particles, exposure to outdoor weather conditions and exposure to vibration, may require exposure to blood borne pathogens and may be required to wear specialized personal protective equipment • Occasionally requires wet, humid conditions (natural and non-natural), working in high, precarious places, exposure to toxic or caustic chemicals, exposure to the risk of electrical shock and wearing self-contained breathing apparatus; work is generally in a loud noise location (e.g. grounds maintenance, heavy traffic, machinery). The City of Lake Geneva is an Equal Opportunity Employer. ________________________ __________________ Employee Date: Page 13 of 25 Draft-Revisions from July 31, 2026 Approved by Council August 19, 2026 1 City of Lake Geneva Training and Development Policy Framework Governance Philosophy The City of Lake Geneva recognizes that employee training and professional development are strategic investments in public service. Well-trained employees improve public safety, customer service, legal compliance, operational efficiency, innovation, fiscal stewardship, and employee retention. The City is committed to providing equitable opportunities for learning while ensuring responsible use of taxpayer resources and measurable organizational benefits. The Personnel Committee provides legislative oversight, reviews recommended updates to the policy, reviews annual reports, recommends budget priorities, reviews policy effectiveness, recommends revisions, and monitors compliance. The Committee shall not approve individual employee training requests. Purpose The purpose of this policy is to establish a clear, consistent, and proactive framework for professional development, training, and continuous learning across all City of Lake Geneva departments. This policy ensures that: • Employees have access to the training necessary to perform their jobs safely, effectively, and in compliance with laws and municipal standards. • Supervisors and department heads have structured guidance to evaluate training needs, plan development pathways, and budget responsibly. • The City cultivates a high-performing workforce aligned with long-term strategic goals, technological modernization, and community expectations. • Training supports a culture of accountability, equity, transparency, and operational excellence. Guiding Principles 1. Operational Excellence – Training strengthens the City’s ability to deliver high-quality services efficiently, consistently, and professionally. 2. Legal and Regulatory Compliance – Training ensures adherence to all municipal, state, and federal requirements (e.g., OSHA, DOJ, public records, ethics, emergency response). 3. Continuous Improvement – Staff at all levels are encouraged to pursue ongoing learning aligned with job duties and future career growth. 4. Equity and Accessibility – Training opportunities should be accessible to all employees, regardless of department, schedule, or tenure. 5. Fiscal Responsibility – Training and development activities should be cost-effective, budgeted, and produce measurable ROI. 6. Transparency and Accountability – Expectations for training completion, documentation, and performance improvement must be clear and reportable. 7. Professional Growth and Retention – Investing in staff development enhances job satisfaction, succession planning, and long-term retention. Applicability This policy applies to: • All City of Lake Geneva full-time, part-time, seasonal, and temporary employees. Page 14 of 25 Draft-Revisions from July 31, 2026 Approved by Council August 19, 2026 2 • Department Heads and managers with supervisory responsibilities. • The City Administrator, who oversees policy implementation and ensures Citywide consistency. The Personnel Committee provides legislative oversight and reviews recommended updates to the policy. Definitions • Mandatory Training – Training required by law, regulation, policy, certification, or employment requirements. • Professional Development – Voluntary learning intended to improve knowledge, skills, or leadership. • Continuing Education – Structured learning that maintains or advances professional competence. • Cross-Training – Instruction that prepares employees to perform duties outside their primary assignment. • Return on Investment (ROI) – The measurable operational or organizational benefit resulting from a training investment. Training Priority Levels Priority 1 - Legal and mandatory compliance Priority 2 - Public safety and risk reduction Priority 3 - Operational efficiency Priority 4 - Technology modernization Priority 5 - Leadership development Priority 6 - Professional growth Types of Training 4.1 Mandatory Training Any training specifically required by law or policy to perform the work of the position for which the individual has been hired. This is to include all orientation document review and sign off,0. including the City’s existing policies related to the employee job classification. This includes both full and part- time employees including seasonal employees. Mandatory training must be completed within the required timeframe and tracked. 4.2 Job-Specific/Departmental Training Any staff member shall be required to do training for their specified job duties as required by their individual department head. This training can include new skills or remedial training. Department Heads are required to work with human resources to determine all mandatory training and provide documentation of completion. 4.3 Leadership and Management Training All department heads, division leaders and the administrator are required to maintain their required credentials and to report them annually through their annual review. Additional management and leadership training while not mandatory is strongly encouraged. Page 15 of 25 Draft-Revisions from July 31, 2026 Approved by Council August 19, 2026 3 4.4 Professional Development / Career Growth Optional but encouraged: • Conferences, workshops, webinars • Professional association training (e.g., League of Wisconsin Municipalities, ICMA, APA, AWWA, ect.) • Tuition reimbursement (based on budget and job relevance) • Certifications (e.g., HR, finance, planning, IT, public safety specialties) • Cross-training between departments Roles and Responsibilities 5.1 City Administrator • Leads Citywide implementation. • Ensures department heads maintain annual training budgets. • Approves high-cost or multi-department training programs. • Provides an annual Training and Development Report to the Personnel Committee. 5.2 Department Heads • Review all training requirements annually. • Submit training plans and budgets during the budget cycle. • Ensure timely completion of mandatory training. • Track participation and maintain training documentation. • Identify emerging leaders and succession needs. 5.3 Human Resources • Maintains a centralized training database. • Coordinates Citywide training (ethics, harassment, cyber, OSHA, etc.). • Provides orientation for all new employees. • Monitors training compliance and produces quarterly compliance reports. 5.4 Employees • Complete all required training. • Seek opportunities to enhance their skills. • Apply learned skills to daily performance. • Notify supervisors when training needs arise. • Formally share training knowledge with other employees as appropriate. New Employee Orientation New employee onboarding will include the following general City topics followed by position and department specific requirements: • ethics • public records • open meetings • workplace conduct • cybersecurity • customer service Page 16 of 25 Draft-Revisions from July 31, 2026 Approved by Council August 19, 2026 4 • emergency procedures • City organization • benefits • technology Annual Training and Development Each department will evaluate their staff annually for needed trainings and development and establish a training schedule appropriate for their department. All trainings shall be job relevant and from an approved training source. Each department shall put forward their training requests during the budgeting process. This training schedule should not include regular safety or job/project specific trainings as required for the performance of daily activities. Training schedules should include: • training needs assessment • mandatory training inventory • regular safety or job/project specific training as required for the performance of daily activities • estimated costs • funding source • anticipated certifications • cross-training opportunities • succession needs • measurable outcomes This plan will be reviewed by the City Administrator during budget preparation. Documentation and Recordkeeping • Human Resources shall maintain a digital training record for each employee. • Departments must submit attendance and certification documentation within the HR system within 14 days of completion of any training. • Training records must be retained per Wisconsin public records rules and retention schedules. • Training documentation is part of an employee’s performance review. Annual Citywide Training Report The City Administrator shall provide an annual Citywide training report to include: • Total training expenditures per employee • Average training hours per employee • Percentage of mandatory training completed • Certifications obtained • Leadership participation • Tuition reimbursements • Grant dollars received • Cross-training accomplishments • Emerging workforce risks • Compliance deficiencies identified • Employee satisfaction with training Page 17 of 25 Draft-Revisions from July 31, 2026 Approved by Council August 19, 2026 5 Budgeting and Fiscal Management • Departments will request training funds during the annual budget cycle. • The City Administrator may consolidate redundant training across departments (e.g., cybersecurity). • Professional development requests beyond the approved budget require Administrator approval. Grant funding (e.g., DNR, DOJ, FEMA, Workforce Development grants) should be pursued when available. Performance and Accountability Training outcomes will be incorporated into: • Annual performance evaluations • Departmental KPIs aligned with the Strategic Plan • Corrective action when training is not completed • Recognition programs for exceptional professional development Conference Attendance Standards Employees attending conferences shall: • obtain supervisory approval before registration; • comply with City travel and reimbursement policies; • remain within approved budgets; • submit documentation of attendance; and • share significant knowledge or best practices with coworkers when appropriate. Return on Investment Measurement Departments shall identify the expected operational or organizational outcomes of significant training investments and evaluate results. Outcomes may include improved productivity, enhanced customer service, reduced risk, improved compliance, operational efficiencies, reduced costs, and other measurable benefits. Succession Planning and Leadership Development The City will maintain a action-oriented leadership by: • Identifying emerging leaders in each department • Providing mentorship and supervisory training • Supporting credentialing and certifications aligned with future roles • Creating opportunities for job shadowing and cross-department rotation • Aligning personnel development with long-range staffing needs Technology, Innovation and Modernization Training In alignment with the City's modernization priorities: • Training on new software systems • Digitization and customer service platforms • Cybersecurity and data protection • AI literacy and responsible municipal applications Page 18 of 25 Draft-Revisions from July 31, 2026 Approved by Council August 19, 2026 6 • Al literacy, workflow automation, data analytics and responsible municipal applications • GIS, asset management systems, and mobile workforce tools Policy Review and Updates • This policy will be reviewed every two years by HR, the City Administrator, and the Personnel Committee. • Departments may propose revisions at any time as technologies, legal standards, or City needs evolve. • All revisions will be given to the Personnel Committee for review and recommendation with final approval at the Common Council. • The City encourages employees to recommend new training opportunities, innovative practices, and organizational improvements that enhance public service and operational excellence. Recognition It is encouraged that the City provide recognition to celebrate professional growth. For example: • Certification Recognition • Professional Achievement Awards • Innovation Awards • Leadership Development Awards Next Steps for Implementation 1. Review by Personnel Committee. 2. Feedback session with City Administrator and Department Heads. 3. Add the training priority matrix and supervisor training checklist. 4. Align the rollout with the 2027 budget, new HR software and operational study recommendations. 5. Post on internal employee portal. Appendices (Optional for Adoption) 1. Appendix A – Annual Department Training Plan Template 2. Appendix B – Training Request Form 3. Appendix C – Tuition Reimbursement Request 4. Appendix D – Supervisor’s Training Checklist 5. Appendix E – Citywide Required Training Matrix 6. Appendix F – Annual Training Dashboard 7. Appendix G – Conference Evaluation Report 8. Appendix H – Tuition Agreement 9. Appendix I – Leadership Development Plan 10. Appendix J – Professional Development Roadmap 11. Appendix K – Training Priority Matrix 12. Appendix L – Return on Investment Evaluation Worksheet 13. Appendix M – New Employee Orientation Checklist Page 19 of 25 Approved by City Council August 19, 2026 1 City of Lake Geneva Training and Development Policy Framework Purpose The purpose of this policy is to establish a clear, consistent, and proactive framework for professional development, training, and continuous learning across all City of Lake Geneva departments. This policy ensures that: • Employees have access to the training necessary to perform their jobs safely, effectively, and in compliance with laws and municipal standards. • Supervisors and department heads have structured guidance to evaluate training needs, plan development pathways, and budget responsibly. • The City cultivates a high-performing workforce aligned with long-term strategic goals, technological modernization, and community expectations. • Training supports a culture of accountability, equity, transparency, and operational excellence. Guiding Principles 1. Operational Excellence – Training strengthens the City’s ability to deliver high-quality services efficiently, consistently, and professionally. 2. Legal and Regulatory Compliance – Training ensures adherence to all municipal, state, and federal requirements (e.g., OSHA, DOJ, public records, ethics, emergency response). 3. Continuous Improvement – Staff at all levels are encouraged to pursue ongoing learning aligned with job duties and future career growth. 4. Equity and Accessibility – Training opportunities should be accessible to all employees, regardless of department, schedule, or tenure. 5. Fiscal Responsibility – Training and development activities should be cost-effective, budgeted, and produce measurable ROI. 6. Transparency and Accountability – Expectations for training completion, documentation, and performance improvement must be clear and reportable. 7. Professional Growth and Retention – Investing in staff development enhances job satisfaction, succession planning, and long-term retention. Applicability This policy applies to: • All City of Lake Geneva full-time, part-time, seasonal, and temporary employees. • Department Heads and managers with supervisory responsibilities. • The City Administrator, who oversees policy implementation and ensures Citywide consistency. The Personnel Committee provides legislative oversight and reviews recommended updates to the policy. Page 20 of 25 Approved by City Council August 19, 2026 2 Types of Training 4.1 Mandatory Training Any training specifically required by law or policy to perform the work of the position for which the individual has been hired. This is to include all orientation document review and sign off,0. including the City’s existing policies related to the employee job classification. This includes both full and part- time employees including seasonal employees. Mandatory training must be completed within the required timeframe and tracked. 4.2 Job-Specific/Departmental Training Any staff member shall be required to do training for their specified job duties as required by their individual department head. This training can include new skills or remedial training. Department Heads are required to work with human resources to determine all mandatory training and provide documentation of completion. 4.3 Leadership and Management Training All department heads, division leaders and the administrator are required to maintain their required credentials and to report them annually through their annual review. Additional management and leadership training while not mandatory is strongly encouraged. 4.4 Professional Development / Career Growth Optional but encouraged: • Conferences, workshops, webinars • Professional association training (e.g., League of Wisconsin Municipalities, ICMA, APA, AWWA, ect.) • Tuition reimbursement (based on budget and job relevance) • Certifications (e.g., HR, finance, planning, IT, public safety specialties) • Cross-training between departments Page 21 of 25 Approved by City Council August 19, 2026 3 Roles and Responsibilities 5.1 City Administrator • Leads Citywide implementation. • Ensures department heads maintain annual training budgets. • Approves high-cost or multi-department training programs. • Provides an annual Training and Development Report to the Personnel Committee. 5.2 Department Heads • Review all training requirements annually. • Submit training plans and budgets during the budget cycle. • Ensure timely completion of mandatory training. • Track participation and maintain training documentation. • Identify emerging leaders and succession needs. 5.3 Human Resources • Maintains a centralized training database. • Coordinates Citywide training (ethics, harassment, cyber, OSHA, etc.). • Provides orientation for all new employees. • Monitors training compliance and produces quarterly compliance reports. 5.4 Employees • Complete all required training. • Seek opportunities to enhance their skills. • Apply learned skills to daily performance. • Notify supervisors when training needs arise. • Formally share training knowledge with other employees as appropriate. Annual Training and Development Each department will evaluate their staff annually for needed trainings and development and establish a training schedule appropriate for their department. All trainings shall be job relevant and from an approved training source. Each department shall put forward their training requests during the budgeting process. This training schedule should not include regular safety or job/project specific trainings as required for the performance of daily activities. This plan will be reviewed by the City Administrator during budget preparation. Documentation and Recordkeeping • Human Resources shall maintain a digital training record for each employee. • Departments must submit attendance and certification documentation within the HR system within 14 days of completion of any training. • Training records must be retained per Wisconsin public records rules and retention schedules. • Training documentation is part of an employee’s performance review. Budgeting and Fiscal Management • Departments will request training funds during the annual budget cycle. • The City Administrator may consolidate redundant training across departments (e.g., cybersecurity). Page 22 of 25 Approved by City Council August 19, 2026 4 • Professional development requests beyond the approved budget require Administrator approval. Grant funding (e.g., DNR, DOJ, FEMA, Workforce Development grants) should be pursued when available. Performance and Accountability Training outcomes will be incorporated into: • Annual performance evaluations • Departmental KPIs aligned with the Strategic Plan • Corrective action when training is not completed • Recognition programs for exceptional professional development Succession Planning and Leadership Development The City will maintain a action-oriented leadership by: • Identifying emerging leaders in each department • Providing mentorship and supervisory training • Supporting credentialing and certifications aligned with future roles • Creating opportunities for job shadowing and cross-department rotation • Aligning personnel development with long-range staffing needs Technology, Innovation and Modernization Training In alignment with the City's modernization priorities: • Training on new software systems • Digitization and customer service platforms • Cybersecurity and data protection • AI literacy and responsible municipal applications • GIS, asset management systems, and mobile workforce tools Policy Review and Updates • This policy will be reviewed every two years by HR, the City Administrator, and the Personnel Committee. • Departments may propose revisions at any time as technologies, legal standards, or City needs evolve. • All revisions will be given to the Personnel Committee for review and recommendation with final approval at the Common Council. Page 23 of 25 1 MEMORANDUM To: Mayor; Members of the Common Council; City Administrator; City Attorney; Department Heads From: Alderman Joel Hoiland Date: August 6, 2026 Subject: Recommended Revisions to the Training & Development Policy Framework Summary: The Personnel Committee recently recommended approval of the proposed Training & Development Policy Framework by a vote of 4-1. On Friday, July 31, 2026, I prepared an update incorporating additional best practices. These revisions do not alter the purpose or direction of the policy. Rather, they strengthen the framework by improving organization, clarifying expectations, and establishing greater accountability for training investments. Unfortunately, they were not included in the committee packet. The proposed revisions emphasize several important principles: • Employee training should be viewed as a strategic investment in organizational excellence, public service, and risk management—not simply as an employee benefit. • Training priorities should align with the City's Strategic Plan, departmental objectives, and annual budget process. • Public resources devoted to training should be accompanied by measurable outcomes and appropriate accountability. • Leadership development, succession planning, cross-training, and technology education help ensure continuity of operations and prepare the organization for future challenges. • Clear guidance promotes consistent decision-making across all departments while reducing uncertainty and the need for case-by-case interpretation. During the Personnel Committee discussion, concern was expressed that, because Lake Geneva is a relatively small municipality, the policy should remain simple. I agree that municipal policies should be clear, practical, and easy to administer. However, simplicity should not come at the expense of completeness. A comprehensive policy does not require additional bureaucracy. Instead, it establishes consistent expectations, reduces ambiguity, improves transparency, and provides department heads with a clear framework for planning and administering employee development. Many of the revisions simply codify practices that well-managed organizations already follow, including: • defining training priorities; • linking training to organizational goals; • measuring outcomes; • encouraging knowledge sharing following conferences and specialized training; • supporting leadership development and succession planning; and • providing an annual summary of the City's investment in employee learning. These additions strengthen governance without limiting administrative flexibility. The revised framework is intended to serve the City for many years. As organizational needs evolve, the policy can likewise evolve through future amendments. Beginning with a stronger foundation today will reduce the need for piecemeal revisions tomorrow. Page 24 of 25 2 I believe they will improve the policy while maintaining its practicality, supporting employees, assisting department heads, and advancing the City's commitment to organizational excellence and responsible stewardship of public resources. This policy is not about becoming a larger city. It is about becoming a better-managed city. Good governance is not measured by population; it’s measured by the quality of our policies, our planning, and our commitment to continuous improvement. Thank you for your consideration. Respectfully, Joel Hoiland Alderman, District 3 MOTION - I move that the Common Council incorporate the July 31, 2026 revisions before adopting the Training & Development Policy Framework. Page 25 of 25