Personnel Committee Meeting, 4:00 PM, July 2, 2026

Bayfield County Administrator 117 E 5th Street, PO Box 878, Washburn, WI 54891 Ph: 715-373-6181 Fx: 715-373-6153 Mark Abeles-Allison, County Administrator Kelly Westlund, Deputy County Administrator Kristine Kavajecz, Human Resources Director Kim Mattson, Finance Director Paige Terry, Bookkeeper Ryan VanLanduyt, Energy Specialist Jaime Cadotte, Payroll Specialist/HR Assistant Erin Tibbits, Clerk II BAYFIELD COUNTY PERSONNEL COMMITTEE MEETING Marty Milanowski-Chair Steve Standstrom-Vice Chair Fred Strand Dennis Pocernich Jackie Roguski Dear County Board Members: This letter is written to inform you of the Bayfield County Personnel Committee Meeting scheduled for 4:00 pm Thursday, July 2, 2026. This meeting will be held Remotely and In Person in the Bayfield County Board Room, Bayfield County Courthouse, Washburn, WI. Supervisors and the public will be able to participate in the Meeting via voice either by using the internet link or phone number below. Microsoft Teams meeting Join: https://teams.microsoft.com/meet/240721896518776?p=vdgeklyBXGL 9xYVcwD Meeting ID: 240 721 896 518 776 Passcode: c9Pd2MJ2 Need help? | System reference Dial in by phone +1 715-318-2087,,677468920# United States, Eau Claire Find a local number Phone conference ID: 677 468 920# For organizers: Meeting options | Reset dial-in PIN ______________________________________________________________________________ Notice is hereby given that a majority of the Bayfield County Board may be present at the meeting to gather information about a subject over which they have decision-making responsibility. This constitutes a meeting of the Bayfield County Board pursuant to State ex rel. Badke v. Greendale Village Bd., 173 Wis. 2d 553, 494 N.W.2d 408(1993), and must be noticed as such, although the County Board will not take any formal action at this meeting. AGENDA 1. Call to Order 2. Public Comment 3. Discussion and Possible Action Regarding Approval of June 4, 2026, Meeting Minutes 4. Discussion Regarding 2027 Department Personnel Proposals 5. Discussion and possible action regarding personnel committee ordinance, draft 2 6. Discussion and Possible Action Regarding Amended Personnel Policy 7. Discussion regarding 2027 Health Insurances 8. Reports a. Personnel Financial Report as of June 2026 b. Human Resources Report Should you have any questions in the meantime, please do not hesitate to contact the County Administrator’s Office at 715 373-6181, mark.abeles-allison@bayfieldcounty.wi.gov Sincerely, Mark Abeles-Allison Mark Abeles-Allison Bayfield County Administrator MAA/kak Enc. Any person planning to attend a Bayfield County meeting that has a disability requiring special accommodations should contact 373-6100, 24 hours before the scheduled meeting, so appropriate arrangements can be made. cc: Ms. Lynn Divine, Bayfield County Clerk Bayfield County Board of Supervisors The Daily Press, via email Personnel Narrative, Thursday, July 2, 2026 Item 4: 2027 Department Personnel Proposals A preliminary list of the requests for 2027 is included in the meeting packet. Sixteen position requests from four departments are in the attached spreadsheet. This is preliminary listing of requests. No action required. NEW proposed positions total: 3 fte (4 people total, 2 pt) Reclassifications: 2 positions Hours Adjustment: 1 Wage Adjustment: 10 Item 5: Personnel committee ordinance, draft 2 The last draft of the Personnel Committee Ordinance (approved) is included in the meeting packet. The committee approved this draft at the June Personnel Committee meeting. We discussed adding other infrequent committee assignments such as Ethics. We will have some input on this at the meeting before finalizing and sending to the full board. Item 6: Amended Personnel Policy Attached are revised policies with language incorporated that was recommended by the Workforce Workgroup. If approved, we would recommend that these changes be made effective on August 1, 2026. A summary of the changes are as follows: 1. Hours of Work and Breaks. Policy modifications include: • The expansion of the 40-hour work week to all applicable departments (previously just Forestry, Highway and Maintenance). This reflects current practice. • Flexible work hours as approved by the Supervisor (Previously only between 7am- 6pm). • Modified breaks and lunch language to be more flexible. • Lunch break required if shift is over 4 hours. *Does not apply to Dispatch, Jail, Highway. 2. Paternity/Maternity. Policy modifications include: • Increase amount of paid maternity/paternity leave to 4 weeks (currently 2 weeks). • Allow immediate eligibility upon hire. (Currently eligible if birth occurs after 6 months of employment) • Allow use of Maternity/Paternity leave over 12 months. (Currently must be used within 12 weeks of the birth) • If both spouses are Bayfield County employees, allow both to be eligible for maternity/paternity leave. (Currently only 2 weeks for both spouses combined) (This policy would be for all new births/adoptions after August 1, 2026) 3. Funeral leave • Add one day for brother-in-law / sister-in-law • HR added a clarification that funeral leave must be used within 1 year of the death (ie, later memorial service) (This applies to deaths after policy implementation) Item 7: 2027 Health Insurances: Costs are increasing dramatically in 2027. There are several options possible. 1. Move to high deductible plan (detail below). 2. Adjust insurance cost share Our current plan, The State Local Deductible Plan premiums will increase 17.4% in 2027. Based on our current participation census, this would result in an estimated increased County cost of $640,130 in 2027. All employees except Highway are eligible for this. The state offers several health plan options. If the County switches to the High Deductible Health Plan (HDHP), the estimated additional premium cost would be $86,675, about a 3% increase (over our current plan), this is nearly $560k less than the above proposal. =========== A comparison of the two plans is shown here: =========== IF the county wanted to help subsidize this cost increase the county could reinstate the county’s Health Reimbursement Arrangement (HRA). County HRA funding could partially cover the increase. If the County funded the deductible (ie: less $1500 per person), a total HRA contribution in the amount of approximately $387,000, bringing the total estimated cost for premiums and HRA funding to $473,675. (Versus the $640k above) (Historically, employees use about 50% of HRA funds). Based on that utilization rate, the estimated net cost increase to the County would be $280,175, or 7.6% over 2026 costs. The HDHP also includes additional and higher copays after the deductible is met. If the County chose to offset the entire deductible (ie: $2000 per person) through the HRA, the initial HRA contribution would increase to approximately $516,000, resulting in a total estimated premium and HRA cost of $602,675. Assuming the historical 50% utilization rate continues, the estimated net cost increase would be $344,675, or 9.35% over 2026 costs. This is informational at this time. Our goal is to balance superior coverage with cost containment. We will review this again in August. Item 8: Reports • The June Personnel Financial Report was not available as of printing. Will send early next week. • HR Report for June attached. Minutes of the Bayfield County Personnel Committee Meeting 4:00 PM, June 4, 2026 Meeting was Held In Person in the County Board Room and Virtually Members Present:, Dennis Pocernich, Fred Strand, Marty Milanowski, Steve Sandstrom, Jackie Roguski Excused: Others Present: Mark Abeles-Allison, County Administrator, Kristine Kavajecz-Human Resources Director, Kim Mattson-Finance Director, Kelly Westlund-Deputy County Administrator, Dylan Ortman, Molly Larson, Ruth Hulstrom-Planning and Zoning Director Meeting called to order at 4:00pm by Milanowski. Public Comment: None received Minutes of the May 7, 2026 Meeting: Motion Sandstrom, Strand to approve minutes of the May 7, 2026 Personnel Committee meeting. Motion Carried (5-0) Workforce Policy Recommendations: Kavajecz reviewed the details of the policy modifications recommended. Final language will be incorporated into the policy manual and will be brought back to the committee for approval. Concensus of the committee is to require a lunch break when working more than 4 hours, and support for all of the policies as presented. On Call Policy: Idea was suggested that the department that calls IT for after hours assistance pay for the cost. The committee also discussed that call-outs occur in several departments. On- Call designates a person to be available after hours and provides compensation during that time in additional to any time that they actually respond to a call. Ordinance describing duties for Personnel Committee: Motion Strand, Sandstrom to forward The Personnel Committee Ordinance to the full county board with recommendation for approval. Motion Carried (5-0) Zoning Scanning Position: A status report of the scanning project was included in the meeting packet. Hulstrom reported that the project will take approximately 1 more year to complete. The original estimate to have this project contracted out was $156,000. The cost to complete the work internally so far has been about $24,000. Consensus of the committee is to extend the position through September, 2026 and provide a status update at that point. Motion Strand, Sandstrom to extend the scanning position through September 30, 206 and then come back the an update at that time. Motion Carried (5-0) 2027 Personnel Budget : Health Insurance rates are estimated to increase between 8.5-20%. ETF will provide the exact rates on June 16th. Discussion regarding what wage schedule adjustment to implement in 2026. Reports a. Personnel Financial Report as of May 2026: Overall personnel expenses at about 39% through the end of May. b. Human Resources Report Motion Pocernich, Roguski to enter into closed session pursuant to Wisconsin Statutes §19.85(1) (e) Deliberating or negotiating the purchasing of public properties, the investing of public funds, or conducting other specified public business, whenever competitive or bargaining reasons require a closed session. (f) Considering financial, medical, social or personal histories or disciplinary data of specific persons, preliminary consideration of specific personnel problems or the investigation of charges against specific persons except where par. (b) applies which, if discussed in public, would be likely to have a substantial adverse effect upon the reputation of any person referred to in such histories or data, or involved in such problems or investigations. Discussion Regarding Union Negotiations and Personnel Issues, Motion Carried (5-0 ). Entered closed session at 5:00pm. Motion Pocernich, Strand to adjourn. Motion Carried (5-0) Meeting adjourned at 5:11pm. Minutes respectfully submitted by Kristine Kavajecz Type of Request Department Current Title Proposed Position/Title Request Detail Cost New Position DHS CCS Service Facilitator Fully funded by the state 1 New Position Maintenance Half Time Cleaning Person Levy 0.5 New Position Zoning Clerk I new PT position if Code Enforcement Specialist position is added/created 0.5 New Position CJC Case Manager New FT, grant funded 1 New Position/Existing StaffDHS Disabiity Benefits Specialist Disability Benefits Specialist II JM, Fully funded by the state New Position/Existing StaffDHS Elderly Benefits Specialist Elderly Benefits Specialist II MJ, Fully Funded by the state New Position/Existing StaffDHS Youth Support and Service CoordinatorYouth Support and Services Supervisorexisting staff, supervisory position, Fully Funded by the state New Position/Existing StaffForestry Forester Assistant Forest Administrator MA New Position/Existing StaffZoning Assistant Zoning AdministratorDeputy Zoning Administrator existing staff, supervisory position New Position/Existing StaffZoning Clerk I Code Enforcement Specialist DO, in conjunction with new PT Clerk I Reclassification DHS ESSI ESS II CD, Fully Funded by the State Reclassification DHS ESSII ESS III AK, Fully Funded by the State Existing Position, Grade ChangeForestry Assistant Forest Administrator SP & potential new Existing Position, Grade ChangeForestry Recreation Coordinator SH Existing Position, Grade ChangeForestry Inventory and Analysis Forester JH Existing Position, Grade ChangeZoning/Health Short Term Rental/EH Specialist DN Increased Hours DHS Disability Benefit Specialist JM, Increase from 1950 to 2080 hours per year Staffing Requests for 2027 Comments Personnel Committee Department Narrative Meeting Date: July 2, 2026 Agenda Item: Budget 2027: Department Staff Restructuring Report Date: June 24, 2026 Prepared by: Ruth Hulstrom, AICP - Director Request Summary Since 2020, the department has experienced a high level of staff turnover. The turnover placed excessive stress on remaining staff and led to long delays in permit activity and responsiveness. Additionally, the department has historically struggled to effectively address violations and compliance issues even when there were three Assistant Zoning Administrators. The department has greatly appreciated the additional staff the County Board has supported over the last three years. It has allowed the department to better serve the public, improve the perception of the county and department, and reduce staff burnout. However, we still have customers and staff concerned about the lack of code enforcement, timeliness of responses, and lack of staff back-ups due to staffing capacity. There are limited professionals (i.e. architects, engineers, contractors, developers) to help guide property owners through the development process, which leads property owners to rely heavily on department staff. It is not uncommon for a face-to-face meeting with a property owner new to developing rural land to initially take 1-2 hours of staff time. The department wishes to be able to consistently offer the support landowners need to develop their property, but it can be challenging with the current staff capacity. To have a more resilient department and improve service to the public, the department is proposing to restructure staffing in the office. The proposed restructuring is intended to reduce operational risk by improving succession planning and continuity of services, providing adequate supervisory coverage, improving fairness by increasing capacity for enforcement functions, and ensuring the department can continue to provide consistent service during staff absences, vacancies, and periods of increased workload. Currently the department operates with a flatter organizational structure than several peer counties that have established second -level leadership and spec ialist positions to support operations, succession planning, and continuity of service. This restructuring will involve the addition of t wo new positions, a 1.0 Deputy Planning and Zoning Administrator and a 1.0 Code Enforcement Specialist. The positions will help create a more dynamic hierarchal structure. These positions would not be considered a net staffing gain as they would replace a 1.0 Assistant Administrator and 1.0 Clerk I. However, an increase in staffing wages is anticipated as these positions would be placed higher on the wage schedule. The only net gain in staff would be for a 0.5 Clerk I to help backfill the loss of the 1.0 Clerk I. The department would anticipate the new positions would be filled if qualified candidates could be promoted from within the department or if an Assistant Zoning Administrator and/or Clerk I position become vacant. The new 0.5 Clerk I would then be hired when the existing 1.0 FTE Clerk I position becomes vacant. CURRENT STAFFING STRUCTURE PROPOSED STAFFING STRUCTURE Hiring and retaining qualified and experienced employees is essential to maintaining timely permit processing, responsive customer service, and consistent application of land use regulations. Department staff are responsible for interpreting and administering complex local, state, and federal regulations, and most permanent positions require two to three years of training and experience before staff become fully proficient in all job duties. Deputy Planning & Zoning Administrator Purpose The creation of a Deputy Planning and Zoning Administrator position is intended to strengthen departmental operations, improve service delivery, and provide continuity of leadership within the Planning & Zoning Department. As the complexity of zoning administration, environmental regulation, l and development, and state regulatory requirements has increased, the Department's organizational structure has remained largely unchanged. Establishing a Deputy Planning and Zoning Administrator provides additional management capacity while creating a cle ar succession plan for future departmental leadership. The Deputy Planning and Zoning Administrator primary duties include: • Review land divisions and land use permit applications. • Assist with review of Planning and Zoning Committee and Board of Adjustment applications. • Provide technical guidance and daily support to field staff. • Assist with workload management, difficult customer situations, and staff coverage during absences or vacancies. • Maintain responsibility for a smaller permitting district while providing supervisory support to field staff. • Serve as acting director when necessary. Operational Need The Planning and Zoning Director is responsible for a wide range of administrative, supervisory, technical, and statutory responsibilities, including departmental administration, budgeting, personnel management, ordinance development, Planning and Zoning Committee and Board of Adjustment support, public relations, intergovernmental coordination, and oversight of zoning, land divisions, shoreland-wetland, floodplain, NR-135, sanitary, and code enforcement programs. As these responsibilities have expanded, the Director has less time available for strategic department planning, policy development, ordinance modernization, comprehensive planning and departmental management due to the need to remain involved in daily operational activities. The combination of significant staff turnover and push for completion of large, time consuming projects (Comprehensive Plan, new permit management software, comprehensive zoning code rewrite, scanning histor ical records) over the last four years has delayed the Direc tor from prioritizing obtainment of their soils certification. The Deputy Planning and Zoning Administrator position would assume responsibility for coordinating day-to-day operations and adequate support for field staff, help provide additional technical support to all staff, and serv e as acting department head when necessary. This organizational structure allows management responsibilities to be appropriately distributed while maintaining consistent customer service and regulatory compliance. Improved Service Delivery Establishing a Deputy Planning and Zoning Administrator would improve operational efficiency by: • Providing better day-to-day support for field staff. • Increasing management availability for all staff and the public. • Improving consistency in ordinance interpretation and permit review. • Reducing delays in responding to complex zoning and land use questions. • Enhancing staff training, mentoring, and professional development. • Providing additional oversight of permitting, inspections, and code enforcement activities. • Allowing more timely review of land divisions and complex development proposals. • Supporting continuity of services by being cross trained in duties. Continuity of Operations The department currently has limited management redundancy. In the absence of the Planning and Zoning Director, leadership responsibilities must be reassigned or delayed, creating potential interruptions in departmental operations. The Deputy Planning and Zoning Administrator would serve as the designated second -in-command, providing continuity of operations during planned or unplanned absences, maintaining decision - making authority, supervising staff, and ensuring uninterrupted delivery of services. Succession Planning Like many local governments, the County faces the challenge of retaining institutional knowledge and preparing future leaders for increasingly complex regulatory and administrative responsibilities. Creating a Deputy Planning and Zoning Administrator position establishes a clear career progression within the department while providing an opportunity to develop management experience before leadership transitions occur. This approach reduces organizational risk, preserves institution al knowledge, and supports long-term operational stability. Organizational Benefits The addition of a Deputy Planning and Zoning Administrator is expected to: • Improve operational efficiency and workflow management. • Strengthen staff supervision and accountability. • Increase management capacity. • Improve responsiveness to the public and development community. • Enhance consistency in ordinance administration and enforcement. • Support ongoing ordinance review and modernization efforts. • Reduce operational disruption during leadership absences. • Promote employee development and succession planning. • Position the Department to meet increasing regulatory and service demands. County Comparison The department has done a basic analysis of si milar counties (Vilas, Oneida, Sawyer, and Marathon Counties) to determine how many have a second-in command structure for their department. Below is a summary including similarities and differences that impact land use development. Vilas • Zoning and Planning, department includes 10 staff • Includes Zoning Administrator AND Assistant Zoning Administrator AND 4 Deputy Zoning Administrators • Similarities: primarily rural, tourism-based economy, population • Differences: higher % of wetlands, no Lake Superior shoreline, almost ½ the land area, approx. 25% more inland lakes, fewer towns and towns under general zoning Oneida • Planning and Zoning, department includes 11 staff • Includes Planning and Zoning Director AND Assistant Director • Similarities: tourism-based economy, wetlands • Differences: less land area, No Lake Superior shoreline, approx. 13% more inland lakes, twice the population, fewer towns and fewer towns under general zoning Sawyer • Combined Zoning and Conservation; department includes 8 total staff • Includes a Zoning & Conser vation Administrator AND Deputy Zoning and Conservation Administrator • Similarities: primarily rural, tourism-based economy, population • Differences: less land area, no Lake Superior shoreline, ½ the number of inland lakes, slightly higher % of mapped wetlands, fewer towns (18 versus 25 towns) Marathon • Combined Conservation, Planning and Zoning, department includes 6 staff • Includes a Conservation, Planning, & Zoning Director AND Land Use Manager • Similarities: land area ( 1,545 sq. mi. versus 1,476 sq. mi. ), agricultural preservation , % of mapped wetlands • Differences: more towns (40 versus 25 towns but only 18 under general zoning), no Lake Superior shoreline, almost 70% fewer inland lakes Below is a map of the State of W isconsin that helps to show whether general zoning exists and who administers it. As you can see, 24 of the 25 unin corporated towns within Bayfield County are under general zoning , which our office administers. Additionally, the county administ ers the shoreland- wetland, floodplain, land divisions, and nonmetallic mining reclamation ordinances within unincorporated areas and the private sanitary ordinance throughout the entire county. Source: https://doa.wi.gov/DIR/2023-Comp-Plan-and-Land-Regs-Inventory-Report.pdf Conclusion The Deputy Planning and Zoning Administrator is not intended to duplicate existing responsibilities but rather to provide operational leadership that complements the role of the Planning and Zoning Director. By distributing management responsibilities more effectively, the Department will be better positioned to provide timely, consistent, and professional service while ensuring continuity of operations and preparing for future organizational needs. Code Enforcement Specialist Purpose The department is also recommending the creation of a full -time Code Enforcement Specialist to strengthen the County's ability to administer and enforce zoning, shoreland -wetland, floodplain, land divisions, nonmetallic mining reclamation and related ordinances in a fair, consistent, and timely manner. As development activity, property improvements, and citizen complaints have increased, code enforcement responsibilities have grown substantially. Existing staff balance enforcement responsibilities alongside permit administration, planning, customer servi ce, inspections, and other statutory duties. As a result, enforcement activities are often reactive and limited by available staff resources. Due to the department's focus on timely permit processing, code enforcement activities have often been deferred. As a result, violations and complaints have not been addressed as consistently or proactively as the public desires. Establishing a dedicated Code Enforcement Specialist would allow the department to respond more promptly to complaints, improve compliance with county ordinances, and ensure consistent application of regulations throughout the county. The Code Enforcement Specialist primary duties include: • Investigating, documenting, and managing complaints and violations. • Identifying unpermitted development, construction, and land use activities. • Educating and supporting voluntary compliance. • Coordinating enforcement action. • Assisting AZAs with land use permit review. Fairness and Consistency One of the department's primary responsibilities is ensuring that county ordinances are administered consistently and equitably. Property owners who invest the time and resources to obtain permits and comply with regulations should have confidence that the same standards are applied to all property owners. Without dedicated enforcement resources, violations may remain unresolved for extended periods or be addressed inconsistently based solely on available staff time. A dedicated Code Enforcement Specialist would provide a consistent process for investigating complaints, documenting findings, educating property owners, and pursuing compliance when necessary. The goal is not increased enforcement for its own sake, but rather the fair and impartial administration of county ordinances that protects both individual property rights and the broader public interest. Education Before Enforcement Successful code enforcement begins with education and voluntary compliance. The proposed position would serve as a resource for property owners by explaining ordinance requirements, identifying corrective actions, and working collaboratively toward compliance whenever possible. Most violations can be resolved through communication and education without formal legal action. By dedicating staff to this function, the department can provide better customer service while reducing the likelihood that minor issues escalate into more complex enforcement cases. Thereby reducing departmental expenses due to a decrease in attorney and legal fees. Protecting the County Tax Base Unpermitted construction and property improvements can have consequences beyond ordinance compliance. Improvements completed without permits may not be identified in a timely manner for property assessment purposes, potentially delaying the addition of taxable value to the assessment roll. Improved coordination between code enforcement activities and the assessment process can help ensure that new structures, additions, and other improvements are identified and reported appropriately. While the primary purpose of code enforcement is regulato ry compliance, timely identification of property improvements also supports equitable property assessments and helps protect the County's tax base. Property owners who properly obtain permits should not be placed at a disadvantage compared to those who complete improvements without complying with county requirements. Consistent enforcement promotes fairness for all taxpayers while helping ensure that taxable improvements are recognized as intended. Improved Department Efficiency Creating a dedicated Code Enforcement Specialist allows technical staff to focus on permit review, land use planning, customer service, ordinance administration, and long -range planning initiatives while ensuring enforcement activities receive the attention they require to maintain public confidence. Separating the majority of enforcement responsibilities from permit administration also allows investigations to be conducted more consistently, reduces response times, and improves documentation needed for legal proceedings when voluntary compliance cannot be achieved. This position complements the department's organizational structure by providing specialized expertise in field investigations, compliance monitoring, and ordinance enforcement while allowing other staff to focus on their respective professional responsibilities. Organizational Benefits The proposed position would: • Improve response times to complaints and reported violations. • Increase consistency and fairness in ordinance administration. • Promote voluntary compliance through education and communication. • Improve documentation and case management for enforcement activities. • Reduce delays in resolving violations. • Support equitable property assessment by identifying unpermitted improvements. • Allow other staff to devote additional time to permitting, operational and policy improvements, comprehensive planning, and customer service. • Strengthen public confidence in the fair and consistent administration of county ordinances. Conclusion The creation of a Code Enforcement Specialist represents a proactive investment in responsible county governance. The position supports consistent application of county ordinances, enhances customer service through education and timely response, protects t he County's tax base by improving identification of taxable improvements, and promotes fairness for all property owners. By dedicating professional staff to code enforcement, the County will improve operational efficiency, strengthen public confidence in the administration of county regulations, and better position the Planning and Zoning Department to meet the growing deman ds of development while ensuring that county ordinances are administered consistently, fairly, and effectively. Clerk 1 To maintain front-office operations, the department proposes adding a 0.5 FTE Clerk I (or comparable administrative support position) to backfill the Clerk I position being repurposed for code enforcement. Preferred Option: 0.5 FTE Position To best meet the department’s year-round workload and ensure continuity of operations, the preferred approach is to add a 0.5 FTE permanent position. This option provides consistent staffing, reduces training redundancies, and increases operational efficiency across the full calendar year. A half-time role strengthens institutional knowledge and allows us to better respond to ongoing needs that cannot reliably be met through short-term or intermittent staffing. Alternative Option #1: Seasonal Position If the 0.5 FTE position is not feasible within current budget constraints, a seasonal position would serve as a secondary option to help address peak-period workloads. While this approach would provide short-term relief, it does not fully resolve the year-round staffing gaps the department experiences and would require repeated onboarding and training each season. In addition, being a public-facing position, it could potentially open the door for incorrect information being provided to applicants given the complexity of the ordinances and the amount of time it takes to become fully proficient in understanding the many layers of the zoning ordinances. This is likely to increase the public’s frustration with the department. For these reasons, the seasonal role is presented as a backup rather than the primary recommendation. Alternative Option #2: Code Enforcement Specialist/Land Use Specialist If the 0.5 FTE position is not feasible within current budget constraints, a specialist position to support higher level review of applications as they are submitted and code enforcement could be created. While this approach would allow some additional support for code enforcement, it would reduce administrative support and delay permit issuance and department responsiveness. Request Conclusion Collectively, these staffing changes are intended to improve organizational resiliency, strengthen succession planning, enhance customer service, improve ordinance compliance, protect the county tax base, and support retention of experienced employees. Two of the positions are new but would not lead to a net gain in staff, only increase in wages. The remaining 0.5 FTE Clerk I is the only net gain in staff proposed. The department believes the restructuring proposal will improve department resiliency and customer service in a fiscally responsible manner. Amendatory Ordinance No. 2026-xx An Ordinance Amending Title 2, Chapter 3, Section 12(b) of the Code of Ordinances, Bayfield County, Wisconsin Amending Personnel Committee Title 2, Chapter 3, Section 12(b) is amended to read as follows: Sec. 2-3-12 (b) Duties. The Personnel Committee shall: (1) Work Closely with County Administrator and Human Resources Director. (2) Oversee labor negotiations on behalf of the County and make recommendation to County Board on approval. (3) Consider. and if applicable, authorize new, temporary or position adjustments when funded. Make recommendation regarding position requests to County Board when budgetary authority is required. (4) Hear and resolve employee complaints or concerns which have not been able to be resolved by Human Resources or County Administration. (5) Per the County Grievance Policy, hear and decide grievances not settled by a department head, county administration or standing committee. (6) Hear and if applicable, recommend for budgetary approval, requests for adjustments in salary or for reclassifications, provided that if the department or office of the employee making such request is supervised by a standing committee, the request must first be approved by the standing committee. (7) Develop, review, and approve updates as necessary to personnel policy encompassing the needs of the County and any union contracts to which the County is a party. Documents shall be distributed to each department head and each County Board member. (8) Oversees the county compensation systems. (9) Responsible for approval of benefit insurances offered for county employees. (10) Serves as the Risk Management and Worker’s Compensation oversight committee. By Action of the: Bayfield County Board of Supervisors ____________________________________________ Jan Lee, Chair STATE OF WISCONSIN ) ) ss. COUNTY OF BAYFIELD ) I, Lynn M. Divine, Bayfield County Clerk, hereby certify that the foregoing is a true and correct copy of Ordinance No. 2026-xx, V olume 30, adopted by the Bayfield County Board of Supervisors at their meeting held on the 7th day of May 2026. Lynn M. Divine, Bayfield County Clerk _________________________________________________ HOURS OF WORK AND BREAKS 1. Courthouse and Annex Hours. Bayfield County offices shall be open to the public from 8:00 a.m. to 4:00 p.m. on weekdays with the exception of the holidays listed in this Manual unless otherwise approved by Administration. All offices must be open and staffed during these hours to serve the public. 2. Employee Work Schedules The scheduling of shifts and work hours will be at the discretion of the Supervisor and County Administrator. Full -time employees shall be scheduled either 37.5 or 40 work hours per week. When additional work is required beyond an employee’s normal work schedule, the employee is expected to receive approval from a supervisor before incurring additional work hours whenever possible. Flexible work hours may be authorized with advance approval by the Department Head. 3. Breaks. Meal Break: Eligible employees will be provided with an unpaid meal break of thirty (30) minutes to be scheduled as near the mid -point of the day's work as possible. Department Heads are expected to stagger the meal breaks of their employees to provide for coverage of their department during meal breaks, whenever possible. Employee’s whose shift exceeds four (4) hours shall be required to take a meal break. Employees of the Highway, Jail and Dispatch offices are exempt from meal breaks due to the nature of their work. Rest Break: Eligible employees will receive two (2) paid rest breaks of not more than fifteen (15) minutes as scheduled by the supervisor. Rest breaks should not be used to make up lost time due to tardiness or absences nor can they be saved up, or be used as to start late or leave early. 4. Personal Business Personal business affairs should not be conducted during work time. Appointments for personal business should be made during non-work time such as during breaks or lunch periods except in the case of an emergency or other extenuating circumstances. (Effective August 1, 2026) MATERNITY/PATERNITY LEAVE Bayfield County provides paid parental leave to support employees during the birth or adoption of a child and to allow time for bonding and family adjustment. 2. Eligibility This policy applies to all full-time and regular part-time employees upon hire. The birth or adoption must occur after employment begins. 3. Amount of Leave Eligible employees may receive up to four (4) weeks of paid parental leave for the birth or adoption of their child. • Leave may be taken as one continuous four-week block or intermittently during the first twelve (12) months following the birth or adoption. • If intermittent leave is requested, paid parental leave must be exhausted before unpaid leave will be granted. • No more than four (4) weeks of paid parental leave may be taken by an employee in any calendar year. • In cases where both parents are Bayfield County employees, each parent is eligible for four (4) weeks of paid parental leave. • In the event of the birth or adoption of multiples, the total paid leave provided remains four (4) weeks and is not extended. 4. Relationship to FMLA Paid parental leave under this policy is not in addition to leave provided under the Family and Medical Leave Act (FMLA). Instead, it supplements pay during a portion of the employee’s FMLA-qualifying leave period. Effective August 1, 2026 for all new births/adoptions BEREAVEMENT LEAVE 1. Purpose Bayfield County provides paid bereavement leave to support employees during the loss of a family member and to allow time for grieving, attending services, and managing necessary arrangements. 2. Eligibility All full-time employees are eligible for bereavement leave benefits. Regular part-time employees are also eligible and will receive bereavement leave on a pro-rated basis according to their regular employment percentage. 3. Bereavement Leave for Immediate Family In the event of the death of an immediate family member, eligible employees may take up to three (3) days of paid bereavement leave. • Leave may be taken as a continuous block or intermittently. • Leave must be used within one (1) year of the date of death. • Leave may only be used for grieving, attending funeral, memorial, or burial services, or making necessary arrangements related to the death. For purposes of this policy, immediate family includes: • Registered domestic partner or significant other with whom the employee resides • Spouse • Child, stepchild, foster child living at home, or any individual for whom the employee has legal guardianship • Mother, father, step-parent • Mother-in-law, father-in-law • Brother, sister • Son-in-law, daughter-in-law • Grandmother, grandfather, grandchild 4. Additional Bereavement Leave Employees may be granted up to one (1) day of paid leave to: • Serve as a pallbearer • Serve as a member of a color guard • Attend the funeral of an aunt, uncle, niece, nephew, brother- or sister-in-law, or the child of a significant other 5. Documentation Bayfield County may request reasonable documentation to verify the need for bereavement leave, such as an obituary, service program, or other confirmation of death. 6. Pay During Bereavement Leave Bereavement leave is paid at the employee’s regular rate of pay. Human Resources Report / Kris Kavajecz June, 2026 ACTIVITY Month YEAR-TO-DATE Retirements 0 3 Worker’s Comp Claims 0 17 Resignations 0 3 Terminations 0 0 Other 0 1 HIRES Month YEAR-TO-DATE Full-Time 3 14 Part-Time 0 4 Temporary/Seasonal 4 17 Interviews 14 82 Exit Interviews 0 4 Retirements: Separations: Hires: Christian Pretasky, Deputy Sheriff Gabriel Bodine, AIS Intern Sophia Nolte, AIS Intern Nicole Boyd, Superior Youth Adventures Leader Chalee Luzzatto, Fair Assistant Ivy Ray, CPS Case Manager Caitlin Sullivan-Irvin, Youth Support and Services Case Manager Other Activities: • Listened to the final training for the ETF MyBenefits cut-over. The system will be live for all employees on July 1. Payroll has not been able to enter new employees into the ETF Benefit systems for the past month, so catching up while using the new system is the current goal. Paige and Jaime were able to go into the new system and verify that all of the benefit enrollments transferred over correctly and match our local payroll system! • Participated a lengthy negotiation session with the Law Enforceme nt Association. Working through two final details so the tentative agreement can go to a vote. • Health Insurance rates for 2027 were published by the ETF. The current plan premium will increase 17.4%. The state offers several plan options. The Local Deductible Plan is the option that the county currently participates in. Did some analyzing of other plans that could be considered. That data will be presented to the Personnel Committee for discussion. • Participated in a kick-off meeting with the Tyler Enterprise ERP team. We are gearing up for two day-long trainings in the beginning of July which will be the official start of the project. • Attended an input session with the UW Superior Center for Outreach. They were gathering input from the community on how the UW can assist with current challenges in our communities. Housing and Childcare were two topics that were revisited. • Spend a fair amount of time working to revise the existing Personnel Po licies and Procedures Manual. Drafted language for a number of policies that are in place, but are not in written policy format. Revise d language in a number of outdated policies to reflect current procedure s. Incorporated a number of policies that have been approved, but had not yet been incorporated into a manual. Drafted a couple of possible new policies on topics that we have encountered, but do not have a written policy on. Department Heads will be asked for their feedback on all of these. The appropriate committees will review relevant pol icies over the next several months before the fully revised manual is distributed to all staff. • We have had several staff out on worker’s compensation injuries or for personal reasons. Tracking leaves, coordinating benefits and leave time and ensuring that all parties have the information they need can be quite challenging. Each situation is unique and requires a slightly different response. • Compiled a list of staffing related requests for the 2027 budget. So far it is looking like nearly 20 requests for new positions, wage adjustment s, increased hours, position changes and reclassifications. The next month will be spent analyzing the requests.