city of portage human resources committee meeting …...in addition to our comprehensive powerpoint...

City of Portage Human Resources Committee Meeting Tuesday, October 10, 2017, 6:00 p.m.

Municipal Building, Conference Room One Agenda

Members: Rick Dodd, Chairperson, Dennis Nachreiner, Jeff Monfort, Martin Havlovic, Doug Klapper, Rita Maass 1. Roll call 2. Approval of minutes from the August 16, 2017 meeting. 3. Adjourn to Closed Session Per Chap. 19.85(1)(c) to Review Recommendation

of Candidate for Appointment as Recreation Coordinator. 4. Return to Open Session 5. Discussion and possible recommendation on Appointment of Recreation

Coordinator. 6. Presentation of Final Draft of Compensation and Classification Study 7. Discussion and possible recommendation on COLA for 2018 Compensation

Market Adjustment 8. Review and Discussion of Draft Succession Plan for Police Chief. 9. Review of City Administrator’s 2017 Projects and Status of Annual Objectives 10. Adjourn

NOTICE OF POTENTIAL QUORUM: A sufficient number of members of the Common Council may attend this Committee meeting which may constitute a quorum of the Council, however no business will be considered and no action will be taken by the Council. The meeting location is handicap accessible. If you need reasonable accommodations due to a disability, please contact the City Clerk at 608-742-2176 no later than 48 hours prior to the meeting

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City of Portage Human Resources Committee Meeting Wednesday, August 16, 2017, 5:30 p.m.

Municipal Building, Conference Room One Minutes

Members Present: Rick Dodd, Chairperson, Doug Klapper, Dennis Nachreiner, Rita Maass & Jeff Monfort.

Excused: Marty Havlovic

Also Present: City Administrator Shawn Murphy, Administrative Assistant Angela Clemmons, Patrick Glynn, Carlson Dettmann, Police Chief Ken Manthey, City Clerk Marie Moe, Finance Director Jean Mohr, and Manager of Park & Recreation Dan Kremer (Arrived at 5:50 p.m.) Media Present: Bill Welsh, CATV & Lyn Jerde, PDR

1. Roll call The meeting was called to order at 5:30 pm by Mayor Dodd.

2. Approval of minutes from the June 12, 2017 meeting.

Motion by Maass, second by Klapper to approve minutes from the June 12, 2017 meeting. Motion carried unanimously on call of roll.

3. Presentation, discussion and possible recommendation of Compensation and

Classification Report prepared by Carlson Dettmann Consulting Patrick Glynn Senior Consultant with Carlson Dettmann Consulting presented a Power Point report update of the Compensation and Classification Study covering an overview of the Process To-Date, Policy Issues and Next Steps. Glynn said there are 23 benchmark jobs and presented graphs that compared jobs and pay for similar communities both including Madison data and excluding Madison data. Due to Portage’s proximity to Madison and the slight difference in results, Glynn encouraged the City to include the Madison data as it is a competing workforce. Glynn said the City is sitting well overall with City employees at 96% of average comparable communities and no one above the current 10-step pay structure and 5 employees below step one. Nachreiner asked if they will be able to see positions and pay. Glynn said that would be available in the future. Murphy said one of the main goals was to integrate the former Teamster represented employees into the merit based compensation system, as they are now non-represented. Glynn stressed consistency in evaluations is very important with the merit-based pay model the City is considering. It will be important for those evaluating employees to have training to make sure they are consistent in their approach. This is especially important with employees who were formerly union employees and are unfamiliar with the performance based pay system.

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Glynn will work with Murphy to develop draft revised compensation matrix to the current matrix. This will be brought back to Committee for review with identification of employee positions current compensation compared to the draft matrix. Consideration shall also be given to development of evaluation process for former Teamster employees. Murphy will distribute copies of the Power Point to City Dept Heads and Council.

4. Discussion and possible recommendation on Recreation Coordinator Position Description Dan Kremer gave an overview of the Recreation Coordinator position description that Kremer and Murphy drafted and was recommended by the Park & Recreation Board on August 1, 2017. The Recreation Coordinator position was recommended because there are fewer clerical duties with the use of the online program RecDesk and there is an increase in recreation programs and duties that require a position with more flexible hours to cover those programs. Also, Kremer would like to see more training of lifeguards and swim instructors through the Recreation Coordinator instead of hiring outside instructors. Motion by Maass, second by Klapper to recommend approval of the Recreation Coordinator position. Motion carried unanimously on call of roll.

5. Discussion and possible recommendation on Proposed Revisions To Personnel Policies & Procedures Manual. Shawn reviewed the recommended changes to the Personnel Policies & Procedures Manual including section 206 Compensatory Time, Section 315 Health Savings Account, and Section 403 Sick Leave. The section on Compensatory Time added an exception for non-exempt Police Command staff may accumulate and use compensatory time not to exceed 80 hours which was not included in the last revision. Revisions to Sections 315 and 403 were drafted in response to a request by the Mayor to allow employees eligible for retirement who are not participating in the City’s health insurance program to receive payout of their accumulated sick leave to their individual HSA. Currently employees eligible for retirement who do not participate in the City’s health insurance at the time of their retirement do not receive a payout of their accumulated sick time. Murphy indicated this would represent an increase in cost for the City as it would apply to part-time employees as well. Motion by Maass, second by Klapper to keep existing policy on sick leave payout for current employees with no change however new hires will accrue sick time while employed, but they will not be allowed to convert accumulated sick leave upon retirement. Upon discussion of various scenarios and options for the use and accumulation of sick leave it was decided that more information was needed. For this reason Maass rescinded her motion and Klapper rescinded his second. It was decided that Murphy would bring back options and the cost of various options for further discussion before any decisions are made. Murphy summarized the options discussed: ~Allow accumulated sick leave payout for full-time employees only;

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~Consider annual payout of unused sick leave to current employees with no accumulation and payout upon retirement; ~Consider modifying payout on future employees of accumulated sick leave at rate earned instead of rate at time of retirement. Murphy indicated the Compensatory time for non-exempt Police Command Staff should be updated to reflect what is in collective bargaining. Motion by Nachreiner to approve changes to Section 206 Compensatory Time as presented, second by Klapper. Motion carried unanimously on call of roll.

6. Staff Report a. Limited Term Police Staffing

Murphy explained that the Police Department was expecting a temporary staff shortage in the near future due to a Police Secretary who will be going on maternity leave, a Patrol Officer currently on medical leave, and another Officer going to military leave later this year. For this reason they plan on hiring an LTE position to fill the shortage in the Secretarial position as well as the Patrol Officer position. Manthey explained that the Police and Fire Commission met to create a Police Officer eligibility list due to the future shortage and potential loss of an Officer. The Officer who is off on medical leave has been off for more than 21 days and they have met the criteria for hiring a part-time Officer to fill in. The Police and Fire Commission motioned to approve hiring Pastor Scott Dadam as a part-time Patrol Officer at the August 2, 2017 meeting. Manthey said that Pastor Dadam will only need abbreviated training due to past work experience in the City and will be sworn in August 30, 2017.

b. Council Education Dodd asked members if they thought additional parliamentary procedure training for Common Council members would be beneficial. No one was against additional training. Dodd and Murphy will work with UW-Extension to schedule another training session.

7. Adjourn to Closed Session Per Chap. 19.85(1)(c) to Review Performance Evaluation of Employee. Motion by Nachreiner, second by Klapper to adjourn to Closed Session Per Chap. 19.85(1)(c) to Review Performance Evaluation of Employee, Police Chief. Motion carried unanimously on call of roll at 8:15 p.m.

8. Return to Open Session Motion by Maass, second by Nachreiner to return to open session. Motion carried unanimously on call of roll at 8:29 p.m.

9. Discussion and possible action on proposed merit adjustment for Chief of Police. Motion by Nachreiner, second by Klapper to recommend Chief of Police, Ken Manthey, receive a 1.7% merit increase. Motion carried unanimously on call of roll

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10. Adjournment

Motion by Maass, second by Nachreiner to adjourn the meeting at 8:31 p.m. Motion carried unanimously.

Submitted by Angela Clemmons, Administrative Assistant Date Approved: ________________

Carlson Dettmann Consulting, LLC

September 25, 2017 MEMORANDUM TO: Shawn Murphy, City Administrator

FR: Patrick Glynn, Senior Consultant

RE: Classification & Compensation Project – Executive Summary

Background

The City of Portage (“the City”) retained our firm to systematically evaluate job content, conduct a market analysis, and produce a new classification and compensation plan, including implementation and plan management recommendations. In addition to our comprehensive PowerPoint presentation (as revised), the following summarizes our process, findings and recommendations.

Comparable Communities

At our initial meeting with the Human Resources Committee, we agreed to assess the following organizations for the pool of comparable communities and make a recommendation following a review of the market data:

• Cities: Baraboo, Beaver Dam, Berlin, Columbus, Fitchburg, Fort Atkinson, Jefferson, Lake Delton, Middleton, Monona, Monroe, Prairie du Sac, Reedsburg, Ripon, Sauk City, Stoughton, Sun Prairie, Tomah, Verona, Waupun, Wisconsin Dells

• Counties: Adams, Columbia, Dodge, Marquette, Sauk • Villages: De Forest, Waunakee

As the above list suggests, this was a comprehensive listing of communities, and it is representative of those communities that also compete for the talent the City is seeking. However, as the graph at the end of this section indicates, the proposition of developing a compensation structure to align with these communities would be costlier than the City could reasonably afford. 1 It’s not that the City lacks a need to be competitive with the larger organizations, it simply doesn’t have the financial capacity to do so in the current budgetary environment.

Two approaches were contemplated: (1) pay at a discount to the larger marketplace; or (2) reassess the marketplace to include communities more similar in size to the City. It is important to note that, regardless of approach, the resulting compensation structure places the City in better standing than when the project started. After much deliberation, we recommend to the City a comparable pool of the following communities: 2

1 Both the grey and light-red lines on the graph at the end of the section indicate a much more aggressive slope to the

“pay line”. While the resulting compensation structure in both instances would place the City in a better position from a competitive standing, it would likely be done at the expense of other City programs and services. We could not, in good conscience, recommend such an approach.

2 Although reasonable attempts were made to obtain data from other sources, not all organizations responded to our data requests. Regardless, we’re confident that there’s a sufficient—and relevant—sampling or organizations to establish a competitive pay plan. In very limited circumstances (e.g. Fire Chief, Water/Wastewater, etc.), additional confirmatory sources were utilized to verify market data.


• Cities: Baraboo, Beaver Dam, Berlin, Columbus, Fort Atkinson, Jefferson, Monroe, Reedsburg, Ripon, Stoughton, Tomah, Waupun

• Counties: Adams, Columbia, Dodge, Marquette, Sauk • Villages: De Forest, Waunakee

The resulting pay line (as indicated by the gray line in the graph below) is certainly more competitive than the existing structure, and the City can always reassess its marketplace within the next few years should it find it necessary to compete with the greater Madison area.

We determined benchmarks and analyzed public-sector market data from the selected comparable communities. Private-sector market data, when appropriate, was obtained from the Bureau of Labor Statistics, MRA, SHRM, Towers Watson, and CompData.

In terms of overall market competitiveness, as it relates to the benchmark positions utilized in the study, the City is currently paying slightly below the market throughout most of the measured market. We use a measure called a “compa-ratio” to compare a benchmark’s base salary to the market estimate for the benchmark position. For the City, the overall compa-ratio is approximately 98.1%. This is not meant to suggest that all staff members are paid below market; the statistic is an average of the benchmark compa-ratios, so there are some individuals paid above the market and some below. However, the statistic provides us with a good measure of how competitive the City is on an overall basis.

Methodology

CDC consistently recommends pay plans balanced for (1) internal equity, as measured by objective job evaluation, and (2) competitiveness, as measured by our market data. We also tailor our recommendations to the organizational culture and affordability.

At the beginning of the project, we conducted orientation sessions to explain the steps we would follow in the project and review the absolute necessity of accurate Job Description Questionnaires (JDQ’s). We then evaluated each JDQ using our firm’s Point Factor Job Evaluation System. Our system breaks jobs down into specifics related to five major evaluation factors, with sub-factors for each of the five major factors:


Our objective evaluation results in point scores that accumulate to a total point score for each job, allowing us to compare and contrast varied jobs using a common rating method.

Due to a variety of reasons, it is not possible to match every position in the pay plan to a corresponding job in the selected marketplace. 3 Instead, we measured a set of “benchmark jobs”. Benchmark jobs are those that have similar duties and responsibilities across different organizations. Benchmark jobs were chosen to cover jobs spanning the entire pay plan, are then used to serve as the anchors in the development of a structure which is both internally consistent and externally competitive. The benchmark jobs utilized for the study include:

City Administrator; Finance Director; City Clerk; Deputy City Clerk/Administrative Secretary; Fire Chief; Manager, Parks & Recreation; Municipal Services Crewperson; Police Chief; Patrol Lieutenant; Police Secretary; Director Public Works/City Engineer; Public Works Superintendent; Engineer Technician; Municipal Services Crewperson; Chief Mechanic; Assistant Mechanic; Building & Grounds Maintenance; WWTP Superintendent; WWTP Operator; Water Utility Superintendent; Water System Operator; Utility Account Clerk; Customer Account Clerk

However, even if a job is not deemed to be a benchmark job, it is placed into proper grade on the wage schedule based on its job evaluation score or, in exceptional circumstances, based on its market value.

The balance between internal equity and external competitiveness is achieved by using regression analysis to develop the recommended compensation structure. A scatter graph of job evaluation scores and market rates for Portage’s benchmarks are below. The graph shows that as the internal value of jobs increase, measured by job evaluation scores, market pay increases, as well. As the graph indicates, the trend is very clear.

3 Either due to the lack of sufficient data among the comparable employers, or due to the unique nature of the job,

several jobs are not designated as “benchmark jobs”. The term “benchmark job” simply means that a job has solid and reliable representation in the marketplace.


Each data point on the graph is one of the benchmark positions, representing the job evaluation score for that benchmark and the corresponding measured market estimate. The trend line through these data points for the benchmark jobs is called a line of best fit, or regression line. The regression line for Portage’s benchmark positions is represented by the equation: Y (predicted pay) = {$.0391 times job evaluation points} + $3.6865.

In this regression equation, $.0391 is the slope of the trend line and means that each single job evaluation point is worth $.0391. Therefore, if the score goes up one point, pay rises $.0391. The $3.6865 amount is the line’s y-axis intercept, so if the line were extended downward to y-axis of the graph (measuring market pay rates), it would intersect that axis at $3.6865.

The r2 = 0.95762 shown below the equation on the graph is the correlation coefficient. This correlation coefficient of 0.95762 is very high and means that our market model (i.e. job evaluation scores, grade breaks, market matches, selected benchmark jobs, etc.) are reasonably predicting the variance in market pay. One way to interpret the result is that 96% of the variance in pay is explained by differences in job evaluation values. The significance is that we can use these relationships to develop a pay plan solution for Portage that is strong internally and externally.

Accordingly, we used the line formula to determine pay range midpoints, or “Control Points” (or C/P), which is the statistically predicted market estimate for each grade. The following structure is the result of the methodology described above, and is our recommendation for the City. Each range minimum is 80% of the control point, and each range maximum is 120% of the control point. While, ideally, the City would hire new employees at the starting rate, it might not be realistic in the current economic climate. For those clients that adopt step-based elements into their structures, it is common to start those structure between 85% and 90% of the control point. Our recommendation is to keep 80% as the starting rate, but to advise you that the hiring rates may need to be more aggressive due to competitive needs.


The City’s recommended pay plan is built on the premise of paying at approximate market rates. This means that the pay ranges consider “market estimate” rates of pay found through the survey process. The method utilized for the City in creating the new pay schedule used average market rates in a regression equation to create a pay structure that predicted control point for each pay grade. Put another way, the control point for each pay grade reflects an averaging of the market wage rates for the benchmarked positions within the grade scale. For the salary ranges to be manageable, the recommended pay schedule utilizes a concise number of pay ranges so that pay remains competitive and internal pay management is relatively easy to accomplish.

Progression Through the Wage Schedule

With the proposed performance-based pay plan, we strongly recommend requiring performance evaluations on an annual basis in order for an employee to progress in the range. Requests for a performance range increase must be accompanied by a written performance review and recommendation by Department Head or designee. Further, we recommend that if an employee’s performance is unsatisfactory (e.g. discipline, performance improvement plan, etc.) all wage increases should be withheld, including any “structural adjustment” (i.e. “general wage increase”, “across the board adjustment”, “market adjustment”, etc.) approved by the Council.

It is intended that structural adjustment will be applied to the minimum, control point, and the maximum rates unless otherwise approved by the City Council. Excepting those deemed to be “Unsatisfactory”, employees will receive the general increase so that these employees maintain their placement in the range, unless otherwise approved by the City Council.


Aside from the above, our recommendation for progression through the wage schedule is separated into policy recommendations for those employees in exempt (salaried) versus non-exempt (hourly) classifications, as well as those at or below the control point versus those above the control point.

• Exempt (Salaried) Employees:

o At or Below Control Point: An employee in an exempt position, whose pay is at or below control point of the appropriate pay grade, is eligible for an annual performance increase to the control point of the range based on the following criteria.

§ “Outstanding”: eligible for 3.0% performance increase.

§ “Exceeds Expectations”: eligible for 2.0% performance increase.

o Above Control Point: Once an employee reaches the control point of the appropriate pay grade, the employee is eligible for an annual performance increase to the maximum of the range based on the following criteria.

§ “Outstanding”: eligible for 2.0% performance increase.

§ “Exceeds Expectations”: eligible for 1.0% performance increase.

• Non-Exempt (Hourly) Employees:

o At or Below Control Point: An employee in a non-exempt position, whose pay is at or below control point of the appropriate pay grade, is eligible for an annual performance increase to the control point of the range based on the following criteria

§ “Meets Expectations”: eligible for 3.0% performance increase.

o Above Control Point: Once a non-exempt employee reaches the control point of the appropriate pay grade, the employee is eligible for an annual performance increase to the maximum of the range based on the following criteria.

§ “Meets Expectations”: eligible for 1.5% performance increase.

Other Policy Matters

Two other policy matters appear to require attention in the final adoption of the classification and compensation study: Hiring Authority and Reclassified or Promoted Employees.

1. Hiring Authority: The City Administrator should be given and/or retain the authority to hire new employees into the organization based on demonstrated experience/skill. Care needs to be taken to avoid placing new employees at a rate higher than existing employees unless, of course, market, education, or experience are controlling factors.

2. Reclassified or Promoted Employees: Employees moving to a new grade based on promotion or reclassification, should be provided at least a 5.0% increase. However, since there are situations where a 5.0% may not be adequate to the circumstances, the City Administrator should retain discretion if situations warrant higher amounts. Please note that the actual percentage is less important than the acknowledgement that certain circumstances require pay adjustments for the sake of equity and efficient plan administration.

In both circumstances, there are financial (e.g. budget) and operational (e.g. internal equity, compression, etc.) considerations that should be taken into account when exercising any discretion granted by policy. However, beyond the adoption of the structure and/or budget, these are administrative-level decisions that should be delegated to the City Administrator. Granting such authority can be balanced through regular communication about decisions made.


Classification Review

Even though our firm objectively applied the Point Factor System to the documentation provided by the employees, and the job documentation was reviewed by (and discussed with) a manager, something could have been missed or misunderstood, or the job has changed since the JDQ was prepared. We believe it is appropriate to offer a classification review (i.e. appeal) process following adoption of the new plan to give any employee an opportunity to state why the new job classification is in error.

We recommend that matters subject to the appeal process be limited to errors of classification and exclude any issues of pay plan design or implementation method as those are matters of policy reserved to the City.

Our role in the appeal process would be to analyze, evaluate and recommend, with the City having final authority over the decision.

The professional service agreement between the City and our firm anticipates an appeal process, and the fee for such as service was agreed upon at the outset of the project. However, in order to control this expense, we strongly urge the City Administrator, Human Resources, and relevant Department Head, submit for our review only those appeals which clearly meet the criteria for an appeal.

Ongoing Maintenance

We understand and appreciate the costs associated with a project such as this, and the effect it can have on an organization. With proper care and maintenance, the need for this type of project—a comprehensive review of the entire classification and compensation system—can be minimized. From our experience, employers that treat compensation as a strategic component of its operations typically engage in the following practices:

• Rigorous adherence and discipline as it relates to the underlying assumptions and principles on which the pay plan is developed. In other words, all job changes should be documented and no reclassification requests should be granted unless the job evaluation system indicates as such, or there is a demonstrated market condition that would warrant such an adjustment.

• To that end, we recommend a process where any employee whose duties change substantially over the course of a year could ask for a classification review. In many instances, this coincides with the budget process to allow for the City to plan for any increase in compensation. This differs from a management-initiated reorganization, or new position creation, which could conceivably occur at any point in the year. As noted above, all duties—or changes in duties—should be documented prior to being evaluated.

• Annual review of the pay structure for adjustment based upon market conditions, changes in the cost-of-living, and the City’s ability to pay for any resulting changes in base salary costs. While we understand that an organization’s ability to increase the structure by any significant amount is limited, it is still necessary to adjust ranges periodically to keep up with the labor market and inflation.

• Periodic measurement of benchmark positions to the established marketplace. This is markedly different—and less expensive—than a comprehensive study. Simply stated, this is an evaluation of those jobs that anchored the compensation structure described herein. Such a review provides the assurance needed to maintain market competitiveness, to stay on top of “hot jobs”, and to serve as a “health check” to ensure that the pay plan is functioning as intended

• To the extent that pay is dictated by performance, a solid commitment to funding the performance-based pay. An employee should have a formal evaluation on an annual basis, and any progression through the structure should be predicated on—at a minimum—meeting the expectations of the City. We understand that the public sentiment for “automatic” pay increases


is waning. To that end, the focus on employee development is even more important in that the City only retains employees dedicated to furthering the mission of the organization.

CDC is available to provide all of these services to the City. At a minimum, we recommend our clients adopt a regular classification review process utilizing our assistance. The service works with the client submitting revised job documentation for our analysis. We evaluate the responsibilities, rate the job, and recommend a pay grade allocation. Doing so allows the City to maintain an unbiased review of the jobs in question.

MEMORANDUM

To: Human Resources Committee From: Shawn Murphy, City Administrator Subject: 2018 Cost of Living Adjustment (COLA) Date: October 5, 2017 Section 2-115(d)(4) of the Compensation and Pay Plan ordinance provides for annual cost of Living adjustment(COLA or Market Adjustment) to the non-represented employee compensation plan. Specifically, Sect. 2-115(d)(4) states,

“Market adjustment. On or about January 1st each year, the city council may adjust employee wages based on current market trends upon recommendation by human resources committee. In determining the level of such adjustment, the city council will consider several market indicators, including: most recent Consumer Price Index (CPI); comparison community salary survey data; and collective bargaining agreement wage adjustments.”

The current (August, 2017) CPI is 1.9% in comparison to August, 2016. September CPI is due out October 15. Both the WPPA & IAFF labor agreements provide for a 2% increase as of January, 2018. We will continue monitoring the CPI as we near 2018 budget adoption. At this time, I am recommending a 1.9% Market adjustment to the non-represented. Cc: Jean Mohr, Finance Director

SUCCESSION MANAGEMENT PLAN-CHIEF OF POLICE

FOR THE CITY OF PORTAGE

PREPARED BY: TOM DRURY, CHAIR, POLICE & FIRE COMMISSION SHAWN MURPHY, CITY ADMINISTRATOR Ken Manthey, Chief of Police September 19, 2017

Appendix A – Individual Employee Assessments

Portage Chief of Police Succession Plan (9/19/17) 2

CHIEF OF POLICE SUCCESSION MANAGEMENT PLANNING EXECUTIVE SUMMARY

The City of Portage has been relatively successful at retaining employees, particularly department heads, for long terms of employment. Now, however, as some of those department heads approach retirement age or are already eligible to retire, the City seeks to prepare for these upcoming retirements and transitions of leadership to ensure continuity of leadership and preservation of institutional practices. In particular, the City is pursuing the establishment of specific succession management plans for each Department Head. This report will identify the specific qualifications, skills, experience and personality traits that comprise the “ideal” Chief of Police for the City of Portage. Additionally, this report will summarize and assess current personnel that are eligible for consideration as potential successors to the Chief of Police in the event of a vacancy. Such summary and assessment is considered confidential as it evaluates the employee’s current state of readiness to assume Chief of Police duties, after considering past performance, experience and current qualification and skill levels. Additionally, the employee assessment includes recommendations on how the City can best prepare the employee(s) to prepare and compete for the Police Chief position.

Introduction

The City Council recognizes the importance of preparing for the transition of leadership and the preservation and transfer of institutional knowledge and practices to continue a high level of service to the community. As a result, the Mayor has requested the preparation of succession plans to assist with the preparation and transition of leadership in the Department Head positions. While a plan for each Department Head will ultimately be developed, a priority has been placed on those positions with which the incumbent has announced their intent or will be eligible for retirement within the next several years. This particular Succession Plan (Plan) was developed to develop a strategy to address the retirement of Police Chief Ken Manthey. This Plan is prepared with assumption that all members of the Command Staff (Lieutenants) in the Police Department will seek the Chief position upon Chief Manthey’s departure. This Plan is intended to identify the level of preparedness of the present members of the Command Staff and make recommendations to address areas within which it was observed that further preparation may be necessary. This Plan is not intended to be used as an alternative to recruiting and selecting an external candidate for the Police Chief position but rather as a supplement to that process. It is understood that the Police & Fire Commission reserves the right to make the final determine as to the process undertaken in the recruitment and selection of the Police Chief per Chap. 62.13 Wis. Stats. It is also understood that if Command Staff changes occur subsequent to the preparation of this Plan, an update or revision will be required.

In 2015, the City commissioned GovHR to complete a Staffing Evaluation study of several of the City’s departments including Administration, Finance, City Clerk, Municipal Court, Public Works, Utilities, Parks & Recreation, Police and Fire. The report included a recommendation to implement a City-wide succession management plan to prepare for the eventual transition to new department leadership and ensure continuity of service through the transition. The report’s



authors also acknowledged the advantages of developing leadership and talent at all organizational levels in preparing the City for future transitions of leadership or unforeseen events. This report is intended to provide the next steps for the City of Portage in implementing a successful plan for the Chief of Police.

PURPOSE OF PLAN With several department heads who have been with the City for around 30 years and who have a limited support staff for potential internal promotions once they retire, the City of Portage is in the process of implementing succession planning programs for each department to help ease the transition to new leadership for these departments. In doing so, the City seeks to address the following in each Plan :

What are the minimum requirements Do existing departmental staff members have the knowledge, training, and

experience to handle operations after the department heads' retirements? What are the qualifications, training, and certifications required to be a successful

department head? How can we best offer training, mentoring, and goal setting to current employees to

prepare them to compete for promotion?

CRITERIA FOR A SUCCESSFUL CHIEF OF POLICE The first section of this Plan is to identify the experience, skills, qualifications, personality traits and other attributes that make the “Ideal” Chief of Police for the City of Portage.

An evaluation of job descriptions, performance evaluations, input from others and the Job Documentation Questionnaire prepared for the 2017 Compensation and Classification Study by Carlson Dettmann revealed a number of characteristics that the City highly values in an effective Chief of Police. These characteristics are categorized into Core Competencies (candidate must possess these for consideration of eligibility) and Desired Attributes (additional skills, experiences or traits that are important to possess in order to be successful). Specifically, these required and desired characteristics for a successful Chief of Police are:

Core Competencies

The candidate shall possess a minimum of an Associate’s degree in Public Administration, Criminal Justice, Police Science, or related fields and Wisconsin Law Enforcement Certification or equivalent experience.

Must have a minimum of five years of managerial experience or supervisory experience in a law enforcement agency at the local, county, state or federal level, 10 years of professional law enforcement experience or have an equivalent combination of training and experience.



Must possess knowledge of modern personnel management including experience in recruiting, promoting, disciplining and terminating represented and non-represented employees.

Must be knowledgeable of regulations, laws, practices and procedures in the administration of a collective bargaining unit agreement.

Possess a good working knowledge of computer applications for dispatching of services, report writing, video and audio recording devices as well as knowledge of Excel, Word and PowerPoint and familiar with Badger TraCS (Traffic and Criminal Software) systems.

Experienced in the selection, supervision and administration of technical and legal consultants for personnel administration, record keeping, information technology and records management.

Possess and demonstrate a high level of personal integrity, community involvement and leadership to both Police Department employees as well as other City Departments and fellow public safety agencies.

Prior experience in emergency management and disaster response preparedness in coordination with federal, state, county and local public safety agencies.

Have a proven track record of positive external organizational relations and the ability to effectively interact with other public safety agencies, the business community, residents, the general public, and other government and related agencies in a constructive, cooperative, and supportive manner, while representing the Department’s interests.

From these criteria, it is easy to see the high degree of specialization and specific technical knowledge required for law enforcement management. Because most Police Departments endeavor to provide a wide range of services to their community – the training and preparation for successful directors should be similarly broad. This may be best accomplished for internal candidates through cross-training of Command Staff functions so that they gain experience in all aspects of the department’s responsibilities.

Another category of qualification can be identified as well: managerial, communication and team-building skills. These skills are traditionally more difficult to develop among internal candidates for promotion without a formalized, intentional effort to encourage this type of employee development. But this is also the area of greatest opportunity and benefit when addressed by a succession management plan. Chief Manthey recognized the importance of employee training and professional development by insuring sufficient funding in the budget, providing time of for attendance and the implementation of training techniques and practices learned and personal recognition of employee accomplishments. Specifically, these traits can be summarized as follows:



Desired Attributes

Have experience in preparation of annual operation and capital budgets and their subsequent administration including long term planning both financially as well as operationally.

Possess a Bachelor’s degree in Public Administration, Criminal Justice, Police Science, or related field.

Have a positive record of team-building with other law enforcement agencies, other City departments, as well as within Police Department, including a reputation for dealing fairly and effectively with all employees.

Possess a proven track record of adapting to changes in technology, community conditions, political environments as well as effectively adapting to unexpected obstacles, unforeseen circumstances and new information on a rapid basis.

Exercises strategic leadership by motivating others, inspiring creativity and innovation while maintaining focus on a department’s and community’s vision and goals.

Initiates and manages cultural changes within the Department to recognize and value individual differences in both the workplace and public. Promotes and demonstrates the fair and equitable treatment of employees and the general public.

Keeps current on issues, practices, procedures, regulations and laws impacting the provision of law enforcement services to the general public as well as its application to the members of the Department. Accordingly, anticipates, identifies and consults with City Administration, elected and appointed City officials in the development of policies, procedures and technology to effectively implement same.

The continual offering interested employees external training through pre-supervisory and management skills courses, along with internal training through goal-setting and mentoring, is instrumental in bridging the gap between internal and external candidates and can put internal candidates on par with experienced managers from outside the organization.

These aforementioned Core Competencies and Desired Attributes can be used as the basis for evaluating current employees for consideration of immediate appointment as Chief of Police on an interim basis and/or consideration as a potential eligible candidate during a recruitment and selection process undertaken by the Police and Fire Commission.

The assessment of current, individual, potentially eligible employees at the adoption of this Plan is provided for in Appendix A, which is confidential per Chap. 19.36(10)(d).



EMPLOYEE ASSESSMENTS

As of July, 2017, there are 3 Lieutenants in the Portage Police Department: Keith Klafke, Administrative Lt., Daniel Garrigan, Detective Lt. and Richard Hoege, Patrol Lt. With the eventuality of Chief Manthey retiring in the next 2 years and a desire to establish succession planning, an analysis of current employees was needed. The current job descriptions, Job Documentation Questionnaires and performance evaluations for each Lieutenant position were reviewed. Also, meetings with the Police Chief and Police and Fire Commission Chairperson, Tom Drury were held seeking their input on performance, behavior and abilities of each position. A summary of their respective Core Competencies (minimum qualifications) to determine if they possess the required experience and certifications needed to cover the duties of the Chief of Police in the event of a sudden vacancy were conducted.

IMPLEMENTING A SUCCESSION MANAGEMENT PLAN FOR CHIEF OF POLICE After conducting these internal assessments, several practical steps were revealed for Portage to implement a succession management plan for its Chief of Police. First, the employee assessment allows for the identification of training and education gaps and the development of a training schedule that the City could adopt to track and encourage individual progress, particularly with annual employee performance evaluations. Finally, the City can continue to assess internal leadership talent, specialized job skill, and interest in promotion by including regular goal-setting with its employees during annual evaluations.

RECOMMENDED TRAINING SCHEDULE Based on individual assessments (Appendix A, Tables 1-4) a custom training program can be created for each employee. The establishment of a training schedule is recommended to be used as a guide to maintain properly trained employees in the major categories necessary to have a well-functioning, highly educated workforce as well as preparing current employees to be competitive for future openings for management positions in their field.

The training schedule can be set up to insure support in addressing deficiencies in the Core Competencies for the identified employees to meet beginning level performance expectations. Completion or deemed proficiency in each of the Core Competencies would also lay the groundwork for future training programs and objectives.

In addition, it is expected that, depending on the quality of employee, after several years of performing the Core Competency functions of the positions, they will have acquired the necessary understanding of the job to prepare them for more advanced training in areas of Desired Attributes with the intent to provide opportunities for each employee to attain and demonstrate proficiency in each category.

The training schedule can also lay out Advanced or Management training. This category of training includes training that not only focuses on Desired Attributes but also would be necessary to be competitive for future openings of management positions and would continue the overall learning atmosphere with all the associated benefits. Examples of this are UW



Command School, Police training at Northwestern University, etc. This can also include specialized training in areas such as supervision, management, leadership, public administration, collective bargaining, budgeting, etc.

CAREER GOALS/TRAINING INTERESTS IN REGULAR EMPLOYEE EVALUATIONS While this particular Plan is created for the Chief of Police, it can be extended to include shift supervisors and patrol officers. In order to fulfill the recommended step of implementing individual and group development plans as outlined in the 2015 GovHR Staffing Evaluation, the City of Portage should include goal setting in its yearly employee evaluations, particularly for non-represented employees.

The employee performance assessment is an invaluable tool for determining if employees are meeting the standards that are set and needed by the employer to meet its organizational goals. By coupling this with goal setting for individual employees, A Department Head can track whether or not an employee is headed in the right direction, challenge employees to improve their job skills and education, and evaluate the progress of both the organization and employee in reaching their goals. By formally identifying an individual employee’s career goals as a regular part of the performance evaluation, both the employee and supervisor can use them as a benchmark for performance and progress toward advancement. This is also an effective way to keep employee goals in line with the overall goals of both the department and organization and will assist the City of Portage in implementing an overall succession plan.

One example of this method specific to Police Departments is performed in the annual performance evaluation used by the Sheboygan Police Department, included as Appendix B. In this example, an employee performance assessment is completed first for each employee by the supervisor. Then, the employee is asked to identify personal goals which are agreed upon with the supervisor to ensure that the goal is in line with the department’s values and goals. Supervision also helps set goals for the employee with agreement between the supervisor and employee as well. By documenting these shared goals as part of the regular evaluation, they can be monitored from one evaluation period to the next to keep each employee focused on achieving those goals and help supervisors monitor their progress throughout the year and provide eligibility for merit adjustments.

FUTURE ASSESSMENT OF SUCCESSION MANAGEMENT PLANNING Just as a properly implemented succession plan is an ongoing effort, the assessment of how successful the plan is needs to be a continuous process as well. Any evaluation should involve the perspective of both the City administration as well as the employees. Naturally, analysis of the results from the administrative perspective would include a cost-benefit or cost-effective analysis of the City’s potential increased expenditures on training and incentives versus increases in efficiencies, service effectiveness and cross-training. However, including the employee perspective will allow the City to balance incentives and training schedules against employee willingness and capacity for career development.



CONFIDENTIAL PER CHAP 19.36(10)(D)

TABLE 1 CORE COMPETENCIES ASSESSMENT

Core Competencies Keith Klafke Dan Garrigan Rich Hoege

Associates Degree/Equivalent

Wis LE Certification

5 Years Mngr Exp.

Personnel Admin. Exp.

Collective Bargaining

Knowledge of Computer Software

Consultant Experience

Personal Integrity/ Comm Involvement

Emergency Management Exp

Further individual assessments of current employee’s possession of the Desired Attributes are provided in Tables 2-4 below:



TABLE 2 LT. KEITH KLAFKE

DESIRED ATTRIBUTE ASSESSMENT

Desired Attributes

Yes

Needs Additional Experience

Does Not Possess

Budget Experience

Bachelor’s Degree

External Relations

Team Building Record

Adapting to Changes

Strategic Leadership

Cultural Awareness

Current Issues

Table 3

DET. LT. DANIEL GARRIGAN DESIRED ATTRIBUTE ASSESSMENT

Desired Attributes

Yes Needs

Additional Experience

Does Not Possess

Budget Experience

Bachelor’s Degree

External Relations


Adapting to Changes


Cultural Awareness

Current Issues



TABLE 4 LT. RICHARD HOEGE

DESIRED ATTRIBUTE ASSESSMENT

Desired Attributes

Yes

Needs Additional Experience

Does Not Possess

Budget Experience

Bachelor’s Degree

External Relations


Adapting to Changes


Cultural Awareness

Current Issues



APPENDIX B – EMPLOYEE EVALUATION EXCERPT, SHEBOYGAN POLICE DEPT.

PERFORMANCE OBJECTIVES AND RESULTS PATROL DIVISION

The performance objectives and results section provides the supervisor and the employee the opportunity to notate specific objectives for the following evaluation period. The supervisor and employee will evaluate the notated objectives after the appraisal period.

EMPLOYEE PERSONAL PERIOD OBJECTIVES

Objective #1

Results #1

Remarks:

Objective #2

Results #2

Remarks:

Career/Special Assignment Objective:

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