DRAFT Walworth County Board of Supervisors Human Resources Committee Meeting Minutes Wednesday, April 28, 2021 at 3:30 PM Walworth County Government Center, County Board Room 114 100 West Walworth Street, Elkhorn, Wisconsin ______

Chair Susan Pruessing called the meeting to order at 3:30 p.m.

Roll call was conducted and the following members were present, either in person or by remote attendance: Chair Susan Pruessing; Vice-Chair Rick Stacey; and Supervisors Kathy Ingersoll, Kenneth Monroe and Ryan Simons. A quorum was declared.

Others in Attendance: County Supervisors: Brian Holt and David Weber County Staff: County Administrator Mark W. Luberda; Human Resources Director Kate Bishop; Benefits Manager Lisa Henke; Finance Director Jessica Conley; Director-Public Works Richard Hough; Undersheriff Dave Gerber; Lieutenant Jason Rowland; and Captain Todd Neumann

On motion by Vice-Chair Stacey, second by Supervisor Simons, the agenda was approved with no withdrawals.

On motion by Supervisor Monroe, second by Supervisor Ingersoll, the March 17, 2021 Human Resources Committee meeting minutes were approved.

Public Comment – There was none.

New Business 7a) Resolution No. **-05/21 Authorizing the Creation of a Recovery Manager Position, an Accountant – Recovery Grants Position and an Emergency Management Program Assistant Position Human Resources Director Kate Bishop referenced the memo from Finance Director Jessica Conley in pages 3-4 of the packet, which details the request for the creation of these three positions. Bishop noted these positions will have an estimated cost of $141,393 in 2021 and $235,897 annually. The primary funding source will be from the American Rescue Plan Act (ARPA) Grant. Conley and County Administrator Mark W. Luberda collaboratively explained the responsibilities of the Recovery Manager Position which will mainly entail assisting in developing and administering the program. All three positions will expire either when the grant expires in 2024 or when the funds are gone. If guidance does not allow for administrative costs to be covered by grant funds, then the Accountant – Recover Grants Position will be funded by the pandemic reserves. Undersheriff Dave Gerber explained how beneficial the Emergency Management Program Assistant Position is for the Emergency Management Director and requested the position be maintained. Supervisor Monroe offered a motion, second by Supervisor Simons, to approve the proposed Resolution Authorizing the Creation of a Recovery Manager Position, an Accountant – Recovery Grants Position and an Emergency Management Program Assistant Position. Motion carried 5-0.

1 Walworth County Board of Supervisors April 28, 2021 Human Resources Committee Meeting Minutes Page 2 of 2

7b) Ordinance No. **-05/21 Amending Sections of Chapter 15 of the Walworth County Code of Ordinances Relating to CDEB Professional Employees Bishop explained the purpose of this amendment is to clean up old language. The amendments have already been approved by the Children with Disabilities Education Board (CDEB). Supervisor Ingersoll offered a motion, second by Vice-Chair Stacey, to approve the proposed Ordinance Amending Sections of Chapter 15 of the Walworth County Code of Ordinances Relating to CDEB Professional Employees. Motion carried 5-0.

Reports 8a) American Rescue Plan Act (ARPA) Bishop highlighted three areas pertaining to Human Resources (HR) as it relates to the American Rescue Plan Act. The plan mandates Walworth County provide a Consolidated Omnibus Budget Reconciliation Act of 1986 (COBRA) subsidy. Bishop spoke of eligibility and explained there have been letters mailed to all eligible individuals providing further information. The other two items Bishop addressed are not mandated but could be offered to employees. ARPA is increasing Dependent Care Flexible Savings Account (FSA) maximums from $5,000 to $10,500 for married couples filing jointly. Due to limited participation, this will not be opened for enrollment until the usual time next year. Additionally, ARPA is allowing employers the option to offer paid sick leave and family leave as an extension of the Emergency Paid Sick Leave Act (EPSLA) and the Emergency FMLA Expansion Act (EFMLEA). As mentioned, guidance has not been provided yet, therefore, it will need to be determined if Walworth County is eligible to receive a tax credit prior to offering this additional time.

8b) Update on staffing related to COVID-19 Bishop provided a staffing update as it pertains to Health and Human Services (HHS) and Lakeland Health Care Center (LHCC) pandemic related positions. She noted a video was produced which features Interim Director of Health and Human Services Carlo Nevicosi where he spoke of the importance of these available positions. Bishop also discussed various recruitment techniques being utilized.

8c) Continuing Limited-Term, Human Resources-Related Special Authority to Enable Continued Response to and Management of Operations During the COVID-19 Pandemic by Extending Certain Authorization as Previously Approved within the 2020 Resolution for a Declaration of Emergency and Ordinances 1215- 06/20, 1224-09/20, and 1230-12/20 Bishop reported changes associated with pandemic related positions. She noted the HR hiring intern has been assigned to assist one day a week at the COVID-19 test site. In addition, three Limited Term Employee (LTE) nurses have been hired for Public Health.

Reports/Announcements by Chairperson – There were none.

Confirmation of next meeting: The next meeting was confirmed for Wednesday, May 19, 2021 at 3:30 p.m.

Adjournment On motion by Supervisor Monroe, second by Vice-Chair Stacey, Chair Pruessing adjourned the meeting at 3:57 p.m. Submitted by Lindsey Ross, Administrative Assistant. Meeting minutes are not considered final until approved by the Human Resources Committee at the next regularly scheduled meeting.

2

To: Walworth County Human Resources Committee From: Donna McIntyre, Human Resources Manager Date: May 7, 2021 Re: Affirmative Action Plan Goals and Results

For your consideration, Walworth County’s new 2021 – 2023 Affirmative Action Plan is being

Human Resources included with this month’s meeting packet. The new plan describes the results of the previous plan’s goals, a statistical review of potential underrepresentation in the county and new goals for the 2021 - 2023 Affirmative Action plan. Kate Bishop Human Resources Director With regard to overall changes to the County’s workforce, the 2021 workforce analysis does

show a small positive change to the diversity of the County’s workforce. This is the result of a lot of hard work by many individuals at all levels of our organization. Beyond recruitment, affirmative action efforts include updating job descriptions, creating an inclusive interview environment, being welcoming to new hires, training people to be ready for promotions, and numerous other actions that help create an atmosphere where people want to work.

Below, I share with you a number of positive outcomes from our continued efforts to maximize affirmative action focused recruiting and hiring as well as an overview of our current recruiting atmosphere.

POSITIVE TAKEAWAYS  New hires in six out of seven occupational categories included individuals who self- identified as non-white in the 2019-2021 plan period.  Hispanic and other underrepresented applicants in the Protective Service category exceed population availability numbers.  Promotions in three categories include individuals who self-identified as Hispanic or another underrepresented group.

 Although applicant numbers decreased by more than 12%, the number of applicants identified as a member of an underrepresented group decreased by only 1.9%.

CURRENT SNAPSHOT  Decreasing applicant numbers reflect the continuing influence of a national pandemic and continued growing competition for talent in all areas. These factors continue to increase the cost of recruitment. It necessitates the use of costlier advertising options, requires a constant refresh of our recruitment message online,

demands more technology flexibility, and forces the meeting of higher salary

demands by the best talent.  The County’s geographic occupational distribution shows a decrease in the number of workers in the Technician and Skilled Craft categories and only a 2% growth in the labor force overall. 100 W. Walworth PO Box 1001 Elkhorn, WI 53121 Management and human resources continue to work on strategies to address the competitive recruiting environment in order to address current underutilization and maintain the Human Resources improvements gained through past efforts. Should you have any questions or concerns as 262.741.7950 tel you review the new Walworth County Affirmative Action Plan, please contact me at 262.741.7948 fax 262-741-7946 or [email protected]. Employee Benefits 262.741.7950 tel 262.741.7963 fax 3 Resolution No. xx- 06/21 Approving an Affirmative Action Plan for Walworth County for Plan Year July 1, 2021 to June 30, 2023

1 Moved/Sponsored by: Human Resources Committee 2 3 BE IT RESOLVED by the Walworth County Board of Supervisors that the affirmative action 4 plan attached hereto be and the same is hereby approved. 5 6 7 8 9 Nancy Russell Kimberly S. Bushey 10 County Board Chair County Clerk 11 12 13 County Board Meeting Date: June 8, 2021 14 Action Required: Majority Vote X Two-thirds Vote Other ______

Policy and Fiscal Note is attached. Reviewed and approved pursuant to Section 2-91 of the Walworth County Code of Ordinances:

______Michael P. Cotter Date Jessica Conley Date Corporation Counsel Finance Director

______Mark W. Luberda Date County Administrator

If unsigned, exceptions shall be so noted by the County Administrator.

1 4 Policy and Fiscal Note Resolution No. xx-06/21

I. Title: Approving an Affirmative Action Plan for Walworth County for Plan Year July 1, 2021 to June 30, 2023

II. Purpose and Policy Impact Statement: The purpose of this resolution is to approve the attached affirmative action plan. Adoption of a plan is required for many grants used by the County.

III. Budget and Fiscal Impact: Funds are included in the budget to implement the provisions of this plan.

IV. Referred to the following standing committees for consideration and date of referral:

Committee: Human Resources Committee Meeting Date: May 19, 2021

Vote:

County Board Meeting Date: June 8, 2021

Policy and fiscal note has been reviewed and approved as an accurate statement of the probable policy and fiscal impacts associated with passage of the attached resolution.

______Michael P. Cotter Date Jessica Conley Date Corporation Counsel Finance Director

______Mark W. Luberda Date County Administrator

2 5 Affirmative Action Plan

of Walworth County, Wisconsin For Plan Year July 1, 2021 to June 30, 2023

6 Table of Contents

I. Introduction ...... 3 II. Policy Statements a. General Statement ...... 4 b. Affirmative Action Dissemination ...... 5 c. Implementation of Policy...... 7 III. Utilization Analysis a. Table of Organization ...... 8 b. Workforce Analysis ...... 9 c. Definitions of Comparable Data Used ...... 10 d. Job Group Summaries ...... 11 1. Applicants 2. New Hires 3. Promotions/Demotions e. Underutilization Analysis ...... 18 IV. Goals and Timetables a. 2019-2021 Goal Results ...... 19 b. 2021-2023 New Goals ...... 21 V. Affirmative Action Program Development and Execution ...... 23 VI. Compliance with Sex Discrimination Guidelines ...... 25 VII. Compliance with Religion and National Origin Discrimination Guidelines...... 26 VIII. Internal Monitoring and Reporting System ...... 26 IX. Affirmative Action Efforts in Consideration of Minorities Not Currently in the Workforce ...... 27

Exhibits: A. Job Categories Defined...... 28 B. Races Defined...... 30 C. Job Posting/Recruitment Sources Used ...... 31 D. Glossary of Affirmative Action Terminology ...... 32 E. Comparable Data Tables – Occupational Distribution ...... 35

7 2 Introduction

Walworth County, located in southeastern Wisconsin, was created in 1838. The County Board

is comprised of 11 members, serving two-year terms. In addition to monthly meetings of the full board, there are monthly meetings of the committees responsible for oversight of 19 departments.

The County Administrator is responsible for coordinating the administrative and management functions of county government, acts as the chief administrative officer of the county, and ensures the observance and enforcement of all county ordinances and policies by all county officials and department heads.

Each department head is responsible for the day-to-day management of their department. Department leadership includes five elected positions.

Walworth County employs over 1000 employees in regular and casual positions. Regular full- time and part-time employees are regularly scheduled to work each week. Casual or limited term employees are scheduled to work on an intermittent basis for special projects or to replace regular employees who are absent from work. Approximately 7% of regular employees are represented by labor unions.

Unions that represent County employees are:

• Deputy Sheriffs Association

8 3 Policy Statements

General Statement

It is the policy of the Walworth County Board of Supervisors to be fair and equitable in all its relations with its employees and applicants for employment without regard to age (40 and over), race, creed, color, handicap/disability, marital status, sex/gender, national origin, ancestry, sexual orientation, arrest/conviction record, military service/veteran status, genetic information, religion, use or nonuse of lawful products off the employer's premises during nonworking hours or other protected status.

The Walworth County Board of Supervisors continues to be committed to the concept of equal employment opportunity as a necessary element of basic merit system principles that all persons shall be afforded equal access to positions in public service limited only by their ability to do the job. Equal opportunity can best be affected through definitive programmed affirmative action. If progress towards achieving equal employment opportunity is to be made, every county citizen and employee must realize that policies to remove inequalities cannot be merely passive. Positive steps must be taken to remove conditions that could result in unlawful employment discrimination.

The major emphasis of this affirmative action plan is to continue to remove artificial employment practices that could operate disadvantageously for an identifiable protected group of persons and to apply good faith efforts to seek out, employ, train and promote under-represented protected group members within and into the County's workforce. The County Board of Supervisors believes that an effective affirmative action program not only benefits those who could have been denied equal employment opportunity, but also will benefit Walworth County.

The Walworth County Board of Supervisors, through adoption of this affirmative action plan, commits the County and all its operating departments to a results-oriented personnel program aimed at achieving equal employment opportunity in all occupational levels of county service.

9 4 Affirmative Action Dissemination

Walworth County has established various channels of communication to ensure that employees and the community are aware of the company's positive posture relative to equal employment opportunity and affirmative action.

Internal Dissemination

The affirmative action policy is stated as part of Walworth County's Code of Ordinances and is covered in the Equal Employment Opportunity division of the Human Resources Chapter. (Chapter 15, Article II, Division I, Sections 15-31 to 15-36).

A. Department Heads and first line supervisors will be periodically informed by:

• Written communication from Human Resources.

• Discussion of processes and strategies to encourage the diversity of the applicant pool during each recruitment.

• Discussion of the recruiting process at Department Head meetings keying in on individual responsibilities and review progress when appropriate. • Sessions for new supervisory personnel to explain the recruitment process including the intent of policy and individual responsibility for effective implementation of the plan, including the requirements of State and Federal regulations concerning affirmative action, equal employment opportunity and non-discrimination in service delivery.

B. All Department Heads and supervisory personnel will be informed that their performance on affirmative action goals if there is a shortfall and will be reviewed along with other criteria in evaluation for overall performance, including promotions and merit increases. Inadequate cooperation or obstruction of the program will be considered a serious matter. Such continuing conduct may be grounds for disciplinary action.

C. All employees will be informed of the County's policy on Equal Employment Opportunity and the affirmative action program through such means as: • Presentation and discussion of the program for all new hires during initial orientation and at training programs dealing with County employment

10 5 practices. New hire discussions include a highlight of Equal Employment Opportunity and Affirmative Action ordinances in Chapter 15. • Employees are informed of their responsibility to adhere strictly to non- discriminatory practices in relation to other employees, recipients of services and the public through Sec. 15-35 and departmental policies. • An Equal Opportunity statement on all job posting. • An Equal Opportunity statement on Human Resources web pages.

D. Discrimination clauses will be addressed through county-wide ordinances.

E. Job descriptions reviewed to ensure that minimum qualifications are bias free and job related and updated if necessary, before every new job posting.

F. Equal employment opportunity and the affirmative action policy will be posted on County job postings and website. All job postings are emailed to employees with county email to encourage current employees including those in under-represented groups to assist in the recruitment of applicants.

G. Elements of the affirmative action program that will enable employees to know of and avail themselves of the benefits of the program will be communicated to them.

H. The Affirmative Action Plan and the Equal Employment Opportunity administrative procedure are available online for review by any employee.

External Dissemination

A. All job postings and the county website will carry the notice "Equal Opportunity Employer" and the Affirmative Action Plan is available online for review by any job seeker or member of the public. B. When employees are pictured in consumer advertising, help-wanted advertising or County publications, reasonable steps are taken to depict a diverse workforce. C. Applicants for employment and recipients of county services shall be advised of their right to file discrimination complaints or request reasonable accommodation. D. The Equal Employment Opportunity (EEO) Coordinator and Human Resources will disseminate employment information, seek and counsel prospects, provide information on the affirmative action program and in general, ensure that every possible contact is made which can be judged to assist the affirmative action effort. E. The County shall not enter into any contract in the knowledge or belief that the contractor will discriminate on prohibited grounds in employment. F. The addition of a Recruitment Specialist position tasked with developing external opportunities for increased diversity in the applicant pool and new hires.

11 6 Implementation of Policy

The Walworth County Board of Supervisors has the ultimate responsibility for ensuring that equal employment opportunity and affirmative action receive the high level of priority that is due this activity.

Donna M. McIntyre, HR Manager, has been designated the Equal Employment Opportunity (EEO) Coordinator of the County and has the full support of the board in carrying out these duties.

Walworth County's philosophy and policy on equal employment opportunity and affirmative action is set out in an ordinance.

To implement this policy, the following activities are carried out: • Keeping management up-to-date concerning new developments in the EEO field.

• Providing technical assistance in response to questions and concerns of employees and supervisors and, as needed, acting as liaison with appropriate agencies. • Providing reliable/unbiased screening methods and applicant accommodations in recruitment process. • Coordinating investigations and making recommendations concerning any allegations of discrimination, both internally and in connection with enforcement agencies. • Conducting periodic audits and holding discussions with leadership to ensure that county policy is being implemented. • Through the Recruitment Specialist and online recruiting, involvement with minority and women's organizations and community action groups. • Ongoing research and development of applicant sources to facilitate the recruitment of diverse candidates. • Assisting in the identification of problem areas through the review of policies, recruitment procedures, screening methods, promotional systems, and conducting periodic utilization studies. • Reporting to the Walworth County Board of Supervisors on AA efforts as requested.

12 7

Table of Organization – Walworth County

County Board (11) Elected Officials (5)

County Administrator

EEO Coordinator

Department Heads

852.255 FTEs

13 8 Workforce Analysis

Walworth County (Geographic) Population Total: 103,868 (Source: https://www.census.gov/quickfacts/fact/table/walworthcountywisconsin/PST045219 ‐ 2019 estimate) Gender

Male 50% Female 50%

Race White 85.3% Black 1.2% Hispanic 11.2% Asian 1.1% American Indian & Alaskan 0.5% Hawaiian & Pacific Islander & Other 0.1% Two or More Races 1.4%

Walworth County (Geographic) Labor Force Estimate *(Source: US Census Bureau - American Community Survey https://data.census.gov/cedsci/table?q=Walworth%20County%20Employment&tid=ACSST1 Y2019.S2401) **(Source for Race % to calculate individuals: US Census Bureau - American Community Survey (ACS) 2006-2010 5-Year Estimate Table EEO-ALL02R for Walworth County)

Gender* Male 28,472 52.1% Female 26,188 47.9%

Race** White 48,975 89.6% Black 437 0.8% Hispanic 4,482 8.2% Asian 383 0.7% American Indian & Alaskan 55 0.1% Hawaiian & Pacific Islander & Other 0 0% Two or More Races 219 0.4%

14 9 Walworth County Employees Race/Gender as of 04/30/2021

Gender Male 370 36% Female 661 64% Previous Period Current Period Race 2019 2021 White 937 91.7% 924 89.6% Black 13 1.3% 18 1.7% Hispanic 32 3.1% 54 5.2% All Others & Unknown 40 3.9% 35 3.4%

Definitions of Comparable Data Used (Exhibit E Overview)

Walworth County (Geographic) Occupational Distribution – This data covers the population of geographic Walworth County. This data was used as the comparative data for all occupations where recruitment efforts are concentrated within geographic Walworth County. These occupations include:

Administrative Support Skilled Craft

Wisconsin (Statewide) Occupational Distribution – This data covers the population of the entire state of Wisconsin. This data was used as the comparative data for all occupations where recruitment efforts are concentrated within the entire State of Wisconsin. These occupations include:

Officials and Administrators Protective Service Professionals

Regional Occupational Distribution – This data covers the population of three counties - Walworth, Rock and Jefferson. This data was used as the comparative data for all occupations where recruitment efforts are concentrated within this specific region. These occupations include:

Technicians Service Maintenance

15 10 Occupation Sex Total non- White Hispanic Hispanic Other Group - Non Hisp Walworth County (Geographic) Occupational Distribution Administrative Support Male 1395 20.36% Administrative Support Female 5455 79.64% Total 6850 100.00% 6345 92.63% 345 5.15% 155 2.26% Applicants 4-1-2019 to 3-31-2020 Administrative Support Male 225 13.23% 182 80.89% 22 9.78% 21 9.33% Administrative Support Female 1476 86.77% 1286 87.13% 103 6.98% 87 5.89% Total 1701 100.00% 1468 86.30% 125 7.35% 108 6.35% Applicants 4-1-2020 to 3-31-2021 Administrative Support Male 160 8.59% 124 6.66% 24 1.29% 12 0.64% Administrative Support Female 1702 91.41% 986 52.95% 58 3.11% 658 35.34% Total 1862 100.00% 1110 59.61% 82 4.40% 670 35.98% New Hires 4-1-2019 to 3-31-2020 Administrative Support Male 5 12.20% 4 9.76% 0 0.00% 1 2.44% Administrative Support Female 36 87.80% 35 85.37% 1 2.44% 0 0.00% Total 41 100.00% 39 95.12% 1 2.44% 1 2.44% New Hires 4-1-2020 to 3-31-2021 Administrative Support Male 13 25.00% 8 15.38% 3 5.77% 2 3.85% Administrative Support Female 39 75.00% 37 71.15% 0 0.00% 2 3.85% Total 52 100.00% 45 86.54% 3 5.77% 4 8.89% Promotions 4-1-2019 to 3-31-2020 Administrative Support Male 1 0.00% 0 0.00% 1 9.09% 0 0.00% Administrative Support Female 10 100.00% 10 90.91% 0 0.00% 0 0.00% Total 11 100.00% 10 90.91% 1 9.09% 0 0.00% Promotions 4-1-2020 to 3-31-2021 Administrative Support Male 0 0.00% 0 0.00% 0 0.00% 0 0.00% Administrative Support Female 10 100.00% 10 100.00% 0 0.00% 0 0.00% Total 10 100.00% 10 100.00% 0 0.00% 0 0.00% No Demotions 4-1-2019 to 3-31-2020 Demotions 4-1-2020 to 3-31-2021 Administrative Support Male 0 0.00% 0 0.00% 0 0.00% 0 0.00% Administrative Support Female 3 100.00% 3 100.00% 0 0.00% 0 0.00% Total 3 100.00% 3 100.00% 0 0.00% 0 0.00%

16 11 Occupation Sex Total non- White Hispanic Hispanic Other Group - Non Hisp Wisconsin (Statewide) Occupational Distribution Officials and Managers Male 221775 56.98% Officials and Managers Female 167460 43.02% Total 389235 100.00% 355350 91.29% 10505 2.70% 23385 6.01% Applicants 4-1-2019 to 3-31-2020 Officials and Managers Male 44 65.67% 38 56.72% 3 4.48% 3 4.48% Officials and Managers Female 23 34.33% 19 28.36% 1 1.49% 3 4.48% Total 67 100.00% 57 85.07% 4 5.97% 6 8.96% Applicants 4-1-2020 to 3-31-2021

Officials and Managers Male 0 0 0 0 Officials and Managers Female 0 0 0 0 Total 0 0 0 0 New Hires 4-1-2019 to 3-31-2020

Officials and Managers Male 1 50.00% 1 50.00% 0 0.00% 0 0.00% Officials and Managers Female 1 50.00% 1 50.00% 0 0.00% 0 0.00%

Total 2 100.00% 2 100.00% 0 0.00% 0 0.00% New Hires 4-1-2020 to 3-31-2021

Officials and Managers Male 0 0.00% 0 0.00% 0 0.00% 0 0.00% Officials and Managers Female 1 100.00% 1 100.00% 0 0.00% 0 0.00% Total 1 100.00% 1 100.00% 0 0.00% 0 0.00% No Promotions 4-1-2019 to 3-31-2020 No Promotions 4-1-2020 to 3-31-2021 No Demotions 4-1-2019 to 3-31-2020 No Demotions 4-1-2020 to 3-31-2021

17 12 Occupation Sex Total non- White Hispanic Hispanic Other Groups - Non Hisp Wisconsin (Statewide) Occupational Distribution Professional Male 236370 42.84% Professional Female 315430 57.16% Total 551800 100.00% 486750 88.21% 15715 2.85% 49334 8.94% Applicants 4-1-2019 to 3-31-2020 Professional Male 368 28.55% 290 22.50% 11 0.85% 67 5.20% Professional Female 921 71.45% 781 60.59% 42 3.26% 98 7.60% Total 1289 100.00% 1071 83.09% 53 4.11% 165 12.80% Applicants 4-1-2020 to 3-31-2021 Professional Male 562 53.32% 125 11.86% 11 1.04% 426 40.42% Professional Female 492 46.68% 441 41.84% 16 1.52% 35 3.32% Total 1054 100.00% 566 53.70% 27 2.56% 461 43.74% New Hires 4-1-2019 to 3-31-2020 Professional Male 7 13.73% 7 13.73% 0 0.00% 0 0.00% Professional Female 44 86.27% 42 82.35% 0 0.00% 2 3.92% Total 51 100.00% 49 96.08% 0 0.00% 2 4.08% New Hires 4-1-2020 to 3-31-2021 Professional Male 5 15.63% 5 15.63% 0 0.00% 0 0.00% Professional Female 27 84.38% 25 78.13% 2 6.25% 0 0.00% Total 32 100.00% 30 93.75% 2 6.25% 0 0.00% Promotions 4-1-2019 to 3-31-2020 Professional Male 2 22.22% 2 22.22% 0 0.00% 0 0.00% Professional Female 7 77.78% 7 77.78% 0 0.00% 0 0.00% Total 9 100.00% 9 100.00% 0 0.00% 0 0.00% Promotions 4-1-2020 to 3-31-2021 Professional Male 2 14.29% 2 0.00% 0 0.00% 0 0.00% Professional Female 12 85.71% 12 100.00% 0 0.00% 0 0.00% Total 14 100.00% 14 100.00% 0 0.00% 0 0.00% Demotions 4-1-2019 to 3-31-2020 Professional Male 0 0.00% 0 0.00% 0 0.00% 0 0.00% Professional Female 2 100.00% 2 100.00% 0 0.00% 0 0.00% Total 2 100.00% 2 100.00% 0 0.00% 0 0.00% Demotions 4-1-2020 to 3-31-2021 Professional Male 0 0.00% 0 0.00% 0 0.00% 0 0.00% Professional Female 3 100.00% 2 66.67% 0 0.00% 1 33.33% Total 3 100.00% 2 66.67% 0 0.00% 1 33.33%

18 13 Occupation Sex Total non- White Hispanic Hispanic Other Group - Non Hisp Regional Occupational Distribution Technicians Male 1660 33.77% Technicians Female 3255 66.23% Total 4915 100.00% 4550 92.57% 230 4.68% 188 3.83% Applicants 4-1-2019 to 3-31-2020 Technicians Male 39 33.91% 32 27.83% 3 2.61% 4 3.48% Technicians Female 76 66.09% 61 53.04% 6 5.22% 9 7.83% Total 115 100.00% 93 80.87% 9 7.83% 13 11.30% Applicants 4-1-2020 to 3-31-2021 Technicians Male 73 42.69% 9 5.26% 1 0.58% 63 36.84% Technicians Female 98 57.31% 79 46.20% 9 5.26% 10 5.85% Total 171 100.00% 88 51.46% 10 5.85% 73 42.69% New Hires 4-1-2019 to 3-31-2020 Technicians Male 5 41.67% 4 33.33% 1 8.33% 0 0.00% Technicians Female 7 58.33% 6 50.00% 1 8.33% 0 0.00% Total 12 100.00% 10 83.33% 2 16.67% 0 0.00% New Hires 4-1-2020 to 3-31-2021 Technicians Male 1 10.00% 1 10.00% 0 0.00% 0 0.00% Technicians Female 9 90.00% 5 50.00% 0 0.00% 4 40.00%

Total 10 100.00% 6 60.00% 0 0.00% 4 40.00% Promotions 4-1-2019 to 3-31-2020 Technicians Male 0 0.00% 0 0.00% 0 0.00% 0 0.00% Technicians Female 2 100.00% 2 100.00% 0 0.00% 0 0.00% Total 2 100.00% 2 100.00% 0 0.00% 0 0.00% Promotions 4-1-2020 to 3-31-2021 Technicians Male 0 0.00% 0 0.00% 0 0.00% 0 0.00% Technicians Female 3 100.00% 3 100.00% 0 0.00% 0 0.00% Total 3 100.00% 3 100.00% 0 0.00% 0 0.00% No Demotions 4-1-2019 to 3-31-2020 Demotions 4-1-2020 to 3-31-2021 Technicians Male 1 33.33% 1 33.33% 0 0.00% 0 0.00% Technicians Female 2 66.67% 2 66.67% 0 0.00% 0 0.00% Total 3 100.00% 3 100.00% 0 0.00% 0 0.00%

19 14 Occupation Sex Total non- White Hispanic Hispanic Other Group - Non Hisp Wisconsin (Statewide) Occupational Distribution Protective Service Male 36285 76.25% Protective Service Female 11305 23.75% **Incl. both Sworn/Non Sworn Total 47590 100.00% 38935 81.81% 2490 5.23% 6170 12.96% Applicants 4-1-2019 to 3-31-2020 Protective Service Male 354 75.32% 284 60.43% 36 7.66% 34 7.23% Protective Service Female 116 24.68% 92 19.57% 10 2.13% 14 2.98% Total 470 100.00% 376 80.00% 46 9.79% 48 10.21% Applicants 4-1-2020 to 3-31-2021 Protective Service Male 221 85.00% 96 36.92% 9 3.46% 116 44.62% Protective Service Female 39 15.00% 26 10.00% 6 2.31% 7 2.69% Total 260 100.00% 122 46.92% 15 5.77% 123 47.31% New Hires 4-1-2019 to 3-31-2020 Protective Service Male 17 70.83% 13 54.17% 0 0.00% 4 16.67% Protective Service Female 7 29.17% 4 16.67% 3 12.50% 0 0.00% Total 24 100.00% 17 70.83% 3 12.50% 4 16.67% New Hires 4-1-2020 to 3-31-2021 Protective Service Male 15 78.95% 14 73.68% 0 0.00% 1 5.26% Protective Service Female 4 21.05% 4 21.05% 0 0.00% 0 0.00% Total 19 100.00% 18 94.74% 0 0.00% 1 5.26% Promotions 4-1-2019 to 3-31-2020 Protective Service Male 12 92.31% 12 92.31% 0 0.00% 0 0.00% Protective Service Female 1 7.69% 1 7.69% 0 0.00% 0 0.00% Total 13 100.00% 13 100.00% 0 0.00% 0 0.00% Promotions 4-1-2020 to 3-31-2021 Protective Service Male 3 100.00% 3 100.00% 0 0.00% 0 0.00% Protective Service Female 0 0.00% 0 0.00% 0 0.00% 0 0.00% Total 3 100.00% 3 100.00% 0 0.00% 0 0.00% Demotions 4-1-2019 to 3-31-2020 Protective Service Male 2 100.00% 1 50.00% 1 50.00% 0 0.00% Protective Service Female 0 0.00% 0 0.00% 0 0.00% 0 0.00% Total 2 100.00% 1 50.00% 1 50.00% 0 0.00% No Demotions 4-1-2020 to 3-31-2021

20 15 Occupation Sex Total non- White Hispanic Hispanic Other Group - Non Hisp Walworth County (Geographic) Occupational Distribution Skilled Craft Male 5180 85.55% Skilled Craft Female 170 2.81% Total 6055 88.36% 4790 79.11% 435 7.18% 125 2.06% Applicants 4-1-2019 to 3-31-2020 Skilled Craft Male 113 93.39% 95 78.51% 11 9.09% 7 5.79% Skilled Craft Female 8 6.61% 7 5.79% 0 0.00% 1 0.83% Total 121 100.00% 102 84.30% 11 9.09% 8 6.61% Applicants 4-1-2020 to 3-31-2021 Skilled Craft Male 117 99.15% 54 45.76% 5 4.24% 58 49.15% Skilled Craft Female 1 0.85% 1 0.85% 0 0.00% 0 0.00% Total 118 100.00% 55 46.61% 5 4.24% 58 49.15% New Hires 4-1-2019 to 3-31-2020 Skilled Craft Male 11 100.00% 11 100.00% 0 0.00% 0 0.00% Skilled Craft Female 0 0.00% 0 0.00% 0 0.00% 0 0.00% Total 11 100.00% 11 100.00% 0 0.00% 0 0.00% New Hires 4-1-2020 to 3-31-2021 Skilled Craft Male 9 100.00% 8 88.89% 1 11.11% 0 0.00% Skilled Craft Female 0 0.00% 0 0.00% 0 0.00% 0 0.00% Total 9 100.00% 8 88.89% 1 11.11% 0 0.00% Promotions 4-1-2019 to 3-31-2020 Skilled Craft Male 1 100.00% 1 100.00% 0 0.00% 0 0.00% Skilled Craft Female 0 0.00% 0 0.00% 0 0.00% 0 0.00% Total 1 100.00% 1 100.00% 0 0.00% 0 0.00% Promotions 4-1-2020 to 3-31-2021 Skilled Craft Male 4 100.00% 3 75.00% 0 0.00% 1 0.00% Skilled Craft Female 0 0.00% 0 0.00% 0 0.00% 0 0.00% Total 4 100.00% 3 75.00% 0 0.00% 1 25.00% No Demotions 4-1-2019 to 3-31-2020 Demotions 4-1-2020 to 3-31-2021 Skilled Craft Male 2 100.00% 2 100.00% 0 0.00% 0 0.00% Skilled Craft Female 0 0.00% 0 0.00% 0 0.00% 0 0.00% Total 2 100.00% 2 100.00% 0 0.00% 0 0.00%

21 16 Occupation Sex Total non- White Hispanic Hispanic Other Group - Non Hisp Regional Occupational Distribution Service Maintenance Male 40,590 55.02% Service Maintenance Female 33,185 44.98% Total 73,775 100.00% 59410 80.53% 9940 13.47% 4402 5.97% Applicants 4-1-2019 to 3-31-2020 Service Maintenance Male 94 17.34% 70 12.92% 5 0.92% 19 3.51% Service Maintenance Female 448 82.66% 387 71.40% 30 5.54% 31 5.72% Total 542 100.00% 457 84.32% 35 6.46% 50 9.23% Applicants 4-1-2020 to 3-31-2021 Service Maintenance Male 243 42.33% 67 11.67% 18 3.14% 158 27.53% Service Maintenance Female 331 57.67% 292 50.87% 23 4.01% 16 2.79% Total 574 100.00% 359 62.54% 41 7.14% 174 30.31% New Hires 4-1-2019 to 3-31-2020 Service Maintenance Male 20 33.90% 19 32.20% 0 0.00% 1 1.69% Service Maintenance Female 39 66.10% 36 61.02% 1 1.69% 2 3.39% Total 59 100.00% 55 93.22% 1 1.69% 3 5.08% New Hires 4-1-2020 to 3-31-2021 Service Maintenance Male 15 25.42% 9 15.25% 5 11.36% 1 1.69% Service Maintenance Female 44 74.58% 36 61.02% 6 10.17% 2 3.39% Total 59 100.00% 45 76.27% 11 18.64% 3 5.08% Promotions 4-1-2019 to 3-31-2020 Service Maintenance Male 1 16.67% 1 16.67% 0 0.00% 0 0.00% Service Maintenance Female 5 83.33% 4 66.67% 1 16.67% 0 0.00% Total 6 100.00% 5 83.33% 1 16.67% 0 0.00% Promotions 4-1-2020 to 3-31-2021 Service Maintenance Male 1 12.50% 1 12.50% 0 0.00% 0 0.00% Service Maintenance Female 7 87.50% 6 75.00% 1 12.50% 0 0.00% Total 8 100.00% 7 87.50% 1 12.50% 0 0.00% Demotions 4-1-2019 to 3-31-2020

Service Maintenance Male 0 0.00% 0 0.00% 0 0.00% 0 0.00% Service Maintenance Female 1 100.00% 1 100.00% 0 0.00% 0 0.00% Total 1 100.00% 1 100.00% 0 0.00% 0 0.00% No Demotions 4-1-2020 to 3-31-2021

22 17 Underutilization Analysis Findings for Data Period 04/01/2019 – 03/31/2021

Overview

The county continues its efforts to maintain an inclusive recruitment process and workplace. Affirmative action efforts will continue to be focused on those areas that show underutilization compared to the geographic labor force availability.

As only the estimated workforce percentages in both the Hispanic and Female categories are large enough to be compared to the current Walworth County employee demographics to determine utilization, this report will focus on the statistics surrounding these categories as well as county affirmative action activities in general. For the purposes of calculating the underutilization in each occupational group, if the underutilization calculation or availability of the group equaled less than one individual, the category was not considered underutilized.

Currently, a shortfall of 3% in the Hispanic category exists when current county employee demographics are compared to the estimated workforce availability. This number reflects an improvement in the County’s underutilization percentage by 2.1% when compared to the 2017 – 2019 data. This is a significant improvement. Affirmative action goals will continue to focus on this group. No shortfall exists in the Female category overall.

The estimated percentages of available workers in all the other minority categories are small and the county’s population mirrors or is better represented when compared to the estimates supplied by the US Census data included in this report. No individual focus is required for these categories. Affirmative action activities in general support diversity in all areas where no specific goals are set.

2019 – 2021 Underutilization in the Female and/or Hispanic Categories

Groups showing Applicant underutilization. Technicians – Female Population Protective Service – Female Population Skilled Craft – Hispanic Population Service Maintenance – Hispanic Population

Groups showing New Hire underutilization. Service Maintenance – Hispanic Population

Groups showing Promotional underutilization. Protective Service – Female Population Protective Service – Hispanic Population

23 18 Results for 2019 – 2021 Overall Goals

I. To address underutilization in promotional opportunities, Human Resources will develop tools to assist internal candidates with navigating the recruitment process. This will include a method to better communicate open positions to individuals without access to email.

Outcomes: Communication of promotional opportunities was significantly expanded during the 2019 – 2021 plan period due to an expansion of County email access to employee groups who had been underserved in the past due to no email and no internet service. Two of the groups that now have County email and have been added to the regular communication of promotional opportunities are in the service maintenance category where underutilization existed. In addition, more and improved recruitment content was added to the Human Resources web pages to highlight opportunities and career progression for both internal and external audiences. Further targeted and in person assistance was postponed due to a change in focus to COVID-19 related activities.

II. As significant improvements were made in the representation of both female and minority individuals in Protective Service hiring and promotion, Human Resources will continue to expand applicant sources and work with candidates to successfully navigate the protective service recruitment process.

Outcomes: Despite the cancelling of many recruiting events due to the national pandemic, Human Resources and the Sheriff’s Office were able to collaborate on several virtual informational and recruiting sessions for both sworn and non- sworn job opportunities. By eliminating the time and travel in person events require, virtual events helped Sheriff’s Office staff be more available for recruiting efforts instead of interview panels only. With the addition of a Recruiting Specialist to help communicate openings and coordinate events in a virtual platform, Human Resources was able to reach groups that they might not have otherwise seen. Work towards this goal has been successful with maintains or improvements in numbers for diverse and female applicants and new hires. Efforts in this area will continue.

III. A majority of the hires in the Service Maintenance category are Certified Nursing Assistants. To address the underutilization of Hispanic individuals in the Applicant, New Hire and Promotional areas, Human Resources will identify and utilize additional recruiting sources/strategies to increase applicant numbers in the Hispanic group.

Outcomes: Efforts toward building a wider reach for Hispanic applicants included a wide variety of activities. Expansion of email access significantly improved the communication of job opportunities to individuals in the service maintenance category. A move to virtual interviewing, allowed individuals who might have barriers an opportunity to explore healthcare jobs at Walworth County. Virtual informational and recruiting sessions were arranged by the Recruitment Specialist. A focus on building relationship with community partners to improve awareness of Walworth County as a health care employer started in 2020 and continues. Efforts to make recruiting visuals posted online show diversity continue to be a struggle as employees are hesitant to provide Human

24 19 Resources with content but efforts continue. Due to changes in state regulations, a process for hiring individuals without a CNA license to train on the job while pursuing their certification, was begun in 2020. A simplified method of requesting a move from one LHCC CNA schedule to another was developed for employees in early 2021.

2019 – 2021 Results for Occupational Category Goals

Goals created in 2019 are shown below with their outcomes. During the 2017 – 2019 plan period, Walworth County was experiencing a lack of growth in applicant numbers as we continued to compete with other regional businesses for talent. The County also continued to experience underutilization in the Hispanic group in county-wide employee numbers. Positive outcomes in applicant numbers drive improvement in new hire and promotional under- representation. For these reasons, category and overall goals for the 2019 – 2021 plan period were set to increase overall applicant numbers as well as increase the number of Hispanic applicants.

Unfortunately, none of the Occupational Categories saw a growth in their number of applicants during the 2019 – 2021 period due to numerous factors associated with COVID-19. These factors included fear of the workplace, a slowing of job postings and hiring as departments figured out how to navigate “work from home” and social distancing, significant federal funding sent directly to potential applicants, an increase in unemployment benefits, changes to secondary employment policies, and closed schools and daycares limiting the ability to work. Overall, applications were down by 1,161. This represents a 12.2% decrease. Of note, although there was a significant drop in application numbers, applicants who self-identified as non-white decreased by only 1.9% overall.

GROUP GOALS:

Technician In Technician, underutilization is as follows:

Applicants Group 14.26% Female

Our goal was to increase the number of female applicants and the number of overall applicants by 15%. As many positions in this category are healthcare related, an increase in applicants should show a positive impact on the number of healthcare hires the County has as well.

Outcome: This goal was not reached. Both the overall number of applicants and the number of female applicants were below the previous period’s numbers. As many of the job postings in this category are related to healthcare and COVID-19 increased the demand in an area where there was already a shortage, applicant numbers definitely show this competition for labor as well as the other impacts like workplace fear, limiting secondary employment, and a daycare shortage.

25 20 Skilled Craft Underutilization is as follows:

Applicants Group 4.58% Hispanic

Our goal was to increase the number of Hispanic applicants and overall applicants by 15% during this plan period.

Outcome: This goal was partially achieved. Although the total number of applicants went down, the number of Hispanic applicants increased by 60%. This category still has slight underutilization in the Hispanic category.

Service Maintenance In Service Maintenance, underutilization for applicants and new hires is as follows:

Applicants Group 3% Hispanic

Our goal was to increase the number of Hispanic applicants and overall applicants by 15% during this plan period.

Outcome: This goal was not achieved. Although the total number of applicants was down only 1.3%, the number of Hispanic applicants went down by 25%. A focus on this area will continue.

2021 – 2023 Summary of New Overall Goals

I. A majority of the applicants and new hires in the Service Maintenance and Technician categories are for healthcare related positions. The number of applicants for these roles must improve to meet overall staffing needs. Human Resources will identify and utilize additional recruiting sources/strategies to increase applicant numbers overall and in the Hispanic group.

II. As significant improvements were being made in the representation of both female and minority individuals in Protective Service hiring and promotion before the pandemic impacted applicant numbers, Human Resources will continue to expand applicant sources and continuously improve the recruitment process to increase applicant numbers and attract a diverse applicant pool.

III. To identify areas in the recruiting process that may have a disparate impact on some applicant groups, Human Resources will review its candidate testing products and testing processes to identify any areas of disparate impact on applicants identifying as non-white and will take action to make the necessary corrections.

26 21 2021 – 2023 New Goals by Occupational Category

Walworth County continues to experience a lack of growth in applicant numbers in all categories as we continue to compete with other regional businesses for talent. Occupational category goals will remain the same for the 2021 – 2023 period. They will focus on increasing overall applicant numbers as well as increasing the number of Hispanic applicants. Although showing improvement, the County continues to experience underutilization in the Hispanic group in county-wide employee numbers. Positive outcomes in applicant numbers drive improvement in new hire and promotional under- representation.

Technician Underutilization is as follows:

Applicants Group 5.4% Female

Our goal is to increase the number of female applicants and the number of overall applicants by 15%. As many positions in this category are healthcare related, an increase in applicants should show a positive impact on the overall number of healthcare hires as well.

Protective Service Underutilization is as follows:

Applicants Group 2.52% Female

Our goal is to increase the number of female applicants and overall applicants by 15% during this plan period.

Service Maintenance Underutilization is as follows:

Applicants Group 6.7% Hispanic

Our goal is to increase the number of Hispanic applicants and overall applicants by 15% during this plan period.

27 22 Affirmative Action Program Development and Execution

To facilitate achievement of our affirmative action goals and timetables, Walworth County has initiated specific procedures and programs. The programs encompass all major aspects of the employment process and are designed to correct either current procedural deficiencies or to intensify and accelerate the efficiency of present programs.

Recruiting efforts to fill open positions focus consideration on minorities and people not currently in the workforce who have the requisite skills and can be recruited through affirmative action measures.

Recruitment marketing efforts focus on increasing the number of overall applicants in every job category by increasing Walworth County’s exposure on social media and on campus, by developing community relationships, and by improving the recruitment message on County webpages.

In addition:

Job-Posting Program

An online job-posting program for all positions is currently functioning in Walworth County. This program provides that all job openings are posted online for current county employees and the public where collective bargaining agreements or recruitment plans allow. Employees are alerted to new openings through an email notification to encourage internal movement and employee referrals.

Educational Assistance Program

Our educational assistance program is available to all regular non-represented employees once they have completed six months of service. The plan covers reimbursement of tuition and books up to a maximum of $1,600 per calendar year. Licensing and certification tests may also be covered up to $1,000 per year. When annual funding is still available, this is also available to represented employees.

Affirmative Action/EEO Laws Training

Managers and supervisors are given periodic equal employment opportunity training. This training demonstrates why EEO compliance is important, and it gives participants instructions to help them comply with EEO requirement in their departments. Training is scheduled in conjunction with Department Head meetings periodically.

Selection Criteria Monitoring

28 23

Job descriptions and process (skills tests, writing samples, etc.) are reviewed for every opening.

Retention

Retaining members of under-represented groups is an essential component of any affirmative action effort seeking to increase and maintain a diverse workforce. Walworth County continues to examine its employment practices and general work atmosphere in order to develop initiatives to retain its minority and female workforce. As part of this effort, required “Equal Opportunity” posters are displayed in County buildings, a Veterans Service office is available and an Employee Assistance program (EAP) is maintained.

29 24 Compliance with Sex Discrimination Guidelines

In our efforts to comply with the federal Sex Discrimination Guidelines (41 CFR Part 60-20), Walworth County will follow these procedures and practices:

1. Candidates from both sexes will be recruited for all jobs (unless job qualifications disqualify one of the sexes). 2. Advertisements will not express a preference for applicants of a particular sex (unless job qualifications disqualify one of the sexes) and are placed in a general "Help Wanted" column. 3. Written personnel policies indicate that there will be no discrimination on the basis of a person's sex. 4. Employees and applicants of both sexes have equal opportunities to be placed on any available job that they are qualified to perform. 5. We will make no distinction based on a person's sex in employment opportunities, wages, hours of work, employee benefits or any other condition of employment. 6. Mandatory or optional ages for retirement will be equal for both sexes.

7. We will provide appropriate physical facilities for both sexes. Lack of facilities will not be used to deny applicants of either sex. 8. Where seniority lists are used, they shall not be based on an employee's sex.

9. Salaries and wage schedules will not be based on an employee's sex.

10. Both sexes will have an equal opportunity to participate in training programs sponsored by Walworth County. 11. Walworth County recognizes its obligation to provide a work atmosphere free of harassment and intimidation. Any forms of sexual harassment, such as unwelcome sexual advances, requests for sexual favors, and/or other verbal or physical conduct of a sexual nature, will not be tolerated. Violations of this policy will be handled appropriately as part of Walworth County's disciplinary procedures and its policy letter in support of the federal guidelines on

Sexual Harassment. Walworth County will also provide training in this area.

30 25 Compliance with Religion and National Origin Discrimination Guidelines

Walworth County does not discriminate against employees or applicants because of religion or national origin, and takes affirmative action to ensure that these people are treated without regard to their religion or national origin.

Walworth County has reviewed its personnel actions and decisions - particularly on recruiting and promotion - and has determined that members of various religions and/or ethnic groups are receiving fair consideration for job opportunities.

Walworth County makes reasonable efforts to accommodate the religious observances and practices of our employees and prospective employees unless that person's religious observance or practice creates undue hardship on conducting business or result in financial or personnel problems.

Internal Monitoring and Reporting System

As part of our affirmative action activities, to measure our program effectiveness and the implementation of affirmative action goals, we have developed an internal system for auditing and reporting.

The affirmative action monitoring and reporting system consists of data from five employment process sources:

1. Applicant Data 2. New Hire/Orientation with Promotions, Transfers and Demotions Log 3. Termination report 4. EEO-4 Report Data 5. Post Hire Employee Data Record

This information enables Walworth County to meet federal EEO reporting requirements through our affirmative action plan and provide the necessary information for internal analysis and monitoring.

These reports are reviewed quarterly to ensure implementation of remedial action wherever it is required. Reports are also made available to the County Administrator on our performance against goals in affirmative action as needed.

31 26 Affirmative Action Efforts in Consideration of Minorities and Others Not Currently in the Workforce

The following are some of the means (see Exhibit C) by which minorities and others not currently in the workforce who have the requisite skills may be recruited:

• Minorities and all others within our workforce will be advised of vacancies and will be requested to refer minorities and those not currently in the workforce who are interested in employment. • Referral agencies and community organizations will be requested to seek out and refer both minorities and others not currently in the workforce. • Vocational schools in our local labor market capable of supplying applicants will be advised of employment opportunities that occur. • We will seek referrals from organizations serving disabled individuals to reach those not currently in the workforce. • We will make an effort to make job postings and the recruitment process more accessible for citizens with disabilities.

Affirmative Action Efforts in Consideration of Disabled Workers and Covered Veterans

Walworth County will take affirmative action to employ, and advance in employment, all qualified disabled individuals and covered veterans at all levels of employment. Such action shall apply to all employment practices, including, but not limited to the following: hiring, promotion, demotion or transfer, recruitment, advertising, layoff or termination, rates of pay or other forms of compensation, benefits, selection for training, tuition assistance and other programs.

The County invites all applicants and employees who believe they are covered by the Rehabilitation Act of 1973 and/or the Vietnam Era Veterans Readjustment Assistance Act of 1974, and who wish to be considered under this plan to voluntarily identify themselves during new hire orientation or at any time to the Human Resources Department. The information requested is voluntary and will be kept confidential. Refusal to provide the information will not subject the applicant or employee to any adverse treatment and will be used only in accordance with the guidelines set forth in this plan. If an applicant or employee identifies him/herself as disabled, we will seek input from the applicant or employee regarding proper placement and appropriate accommodations.

32 27 Exhibit A

Job Categories Defined

OA OFFICIALS/ADMINISTATORS. Occupations requiring administrative and managerial personnel who set broad policies, exercise overall responsibility for execution of these policies, and direct individual departments or special phases of operations. Includes: officials, executives and department heads.

PR PROFESSIONALS. Occupations requiring either college graduation or experiences of such kind and amount as to provide a comparable background. Can include such occupations as: accountants, dietitians, lawyers, registered professional nurses, Human Resources specialists, teachers and or similar workers.

TN TECHNICIANS. Occupations requiring a combination of basic scientific knowledge and manual skill which can be obtained through two years of post-high school education, such as is offered in many technical institutions and junior colleges or through equivalent on-the-job training. Can include such occupations as: computer programmers, licensed, practical or vocational nurses and similar workers.

PS PROTECTIVE SERVICE SWORN/NON-SWORN. Can include such occupations as: deputy sheriff, detective, sergeant, lieutenant, correctional officer, corrections sergeant and similar workers.

AS ADMINISTRATIVE SUPPORT. Includes all clerical type work regardless of level of difficulty, where the activities are predominantly non-manual although some manual work not directly involved with altering or transporting products is included. Can include such occupations as: clerks, account clerks, computer operators, secretaries, communications officers, special education aides and similar workers.

33 28 SC SKILLED CRAFT. Manual laborers of relatively high skill level who have a thorough and comprehensive knowledge of the processes involved in their work. They exercise considerable independent judgment and usually receive an extensive period of training. Can include such occupations as: mechanics and similar workers.

SM SERVICE/MAINTENANCE. Workers in service and/or maintenance occupations. Can include such occupations as: certified nursing assistants, cooks, janitors, nutrition site workers, food service workers and similar workers.

34 29

Exhibit B Races Defined

WHITE: Includes persons who indicated their race as "White" or reported entries such as Canadian, German, Italian, Lebanese, Near Easterner, Arab, or Polish.

HISPANIC: Includes individuals of Mexican, Puerto Rican, Cuban, Caribbean, Dominican Republican, Central or South American, or other Latin American cultures regardless of race including black individuals whose origins are Hispanic. Does not include individuals of Spanish (Spain) culture or origin.

BLACK: Includes persons who indicated their race as "Black or Negro" or reported entries such as African American, Afro-American, Black Puerto Rican, Jamaican, Nigerian, West Indian, or Haitian.

AMERICAN INDIAN OR ALASKA NATIVE (AIAN): American Indian includes persons who indicated their race as "American Indian," entered the name of an Indian Tribe, or reported such entries as Canadian Indian, French-American Indian, or Spanish- American Indian. Persons who identified themselves as American Indian were also asked to report their enrolled or principal tribe. Therefore, tribal data in tabulations reflect the written tribal entries reported on the questionnaires.

• Eskimo includes persons who indicated their race as "Eskimo" or reported entries such as Arctic Slope, Inupiat, or Yupik.

• Aleut includes persons who indicated their race as "Aleut" or reported entries such as Alutiiq, Egegik, and Pribilovian.

ASIAN: Includes persons who reported in one of the Asian or Pacific Islander groups listed on the questionnaire or provided responses such as Thai, Nepali, or Tongan.

• Asian includes Chinese, Filipino, Japanese, Asian, Indian, Korean, Vietnamese, Cambodian, Hmong, Laotian, Thai, Other Asian.

• Pacific Islander includes Hawaiians (part & Native), Samoan, Guamanian, Other Pacific Islander.

OTHER RACE/NO RACE INDICATED: Includes all other persons not included in the "White, Hispanic, Black, American Indian, Eskimo or Aleut, and Asian or Pacific Islander" race categories. Persons reporting in the "Other Race" category and providing write-in entries such as multiracial, multi ethnic, mixed, or interracial, as well as individuals not reporting are included.

35 30 Exhibit C

Job Posting/Recruitment Sources Used

In an effort to generate greater minority, female, disabled persons and veteran referrals, the following organizations will be considered for use:

Walworth County Website (24/7) governmentjobs.com (24/7) Indeed.com (24/7) Line Advertisement in Local Free Newspapers (Weekly) Job postings and recruitment marketing content added to social media (LinkedIn, Facebook) Recruitment newsletter and emails Recruiting at position specific job fairs (virtual and in person) Providing a realistic job preview at position specific, virtual events Position specific educational institutions and professional organizations CESA 2 Vocational Opportunities – Janesville, Wisconsin Wisconsin Community Action (Rock-Wal County) - Janesville, Wisconsin Wisconsin Division of Vocational Rehabilitation - Janesville, Wisconsin Gateway Technical College – Multiple Locations UW Schools Consortium Online Job Postings Wisconsin Private College Consortium Online Job Postings UMOS – Milwaukee & Madison, Wisconsin Spanish Centers of Racine/Kenosha/Walworth Counties - Kenosha, Wisconsin Wisconsin School for the Deaf - Delavan, Wisconsin Walworth County Veterans Office - Elkhorn, Wisconsin Job Service and associated state job posting website Society's Assets - Elkhorn, Wisconsin Wisconsin Counties Association Advertising in industry specific newspapers or online sources

This is not an all-inclusive list. Recruitment sources are added regularly. A list of recruiting sources is maintained and audited annually. All referral sources are notified of Walworth County's Equal Employment Opportunity policy as part of the job posting.

36 31 Exhibit D

Glossary of Affirmative Action Terminology

ADVERSE IMPACT: The finding that a particular selection procedure (such as a minimum- education requirement, a test, an interview, etc.), or an entire selection process composed of such procedures, disproportionately denies an employment opportunity to a particular protected group. A procedure is found to adversely impact on a protected group if hiring or promotion data show that the percentage of applicants in any group who successfully meet its requirement(s) is significantly lower than the percentage of successful applicants in another group.

AFFECTED CLASS: Any employee group (for example, minorities, females and disabled persons) that has suffered and may continue to suffer the effects of unlawful discrimination.

AFFIRMATIVE ACTION (AA): Affirmative Action requires the employer to do more than ensure employment neutrality with regard to race, color, religion, sex, and national origin. It requires the employer to make additional efforts to recruit, hire, and promote qualified members of groups formerly excluded, even if that exclusion cannot be traced to particular discriminatory actions on the part of the employer. The premise of the Affirmative Action concept is that unless positive steps are undertaken to overcome the effects of unintentional discrimination, a benign neutrality in employment practices will tend to perpetuate the status quo indefinitely. The Equal Employment Opportunity Commission (EEOC), through court order, can require an organization to undertake an Affirmative Action program similar to that required of federal contractors by Revised Order Number 4. Because the EEOC, which administers Title VII, judges discrimination by effect and not intent, it is sometimes necessary for an organization without federal contracts or subcontracts to undertake Affirmative Action. If the EEOC investigates an organization and finds that minorities and/or women are substantially under represented in certain job categories, it will consider that a prima facie case of discrimination-whether or not the organization so intended it. The EEOC always holds an employer accountable for the present effects of past discriminatory acts.

AFFIRMATIVE ACTION PLAN: A plan whose execution will assure measurable yearly improvements in hiring, training, and promotion of minorities, females, and persons with disabilities in all parts of the organization. The effectiveness of the plan is measured by the results it actually achieves rather than by the results it is intended to achieve. A written Affirmative Action Plan is required of all federal contractors holding contracts of $50,000 or more and employing 50 or more employees.

APPLICANT FLOW RECORD: A written objective measure used to analyze and monitor the recruiting efforts in an employer's Affirmative Action Plan. This record shows each job applicant's name, race, national origin, sex, disability status, referral source, date of application, position applied for, whether the job applied for (or any other job) was offered or why it was not.

AVAILABILITY: The presence of women, minorities, and persons with disabilities in the labor market "ready, willing, and able to work," used in setting goals and determining underutilization. There are several basic measures of availability; occupational parity, labor force parity, and population parity.

37 32

BONA FIDE OCCUPATIONAL QUALIFICATION (BFOQ): A job requirement which permits an employer to discriminate legally on the basis of sex, age, religion, national origin or physical or mental condition. The requirements must be carefully justified and based on actual job needs, not stereotypes. For example, sex is not a BFOQ for heavy physical work since some women are physically powerful. Race and color are never a BFOQ.

BUSINESS NECESSITY: If an employer's practice or policies tend to affect members of a protected class adversely, then the employer must be able to demonstrate that the challenged practices effectively carry out the business purposes they are alleged to serve and that no alternative non-discriminatory practices can achieve the safe and efficient operation of its business.

CLASS ACTION SUIT: A class action suit includes discrimination against not just one employee, but against a whole "affected class" of employees. The EEOC files such a suit when it concludes that individual complaints are not isolated cases but represent a widespread pattern of discrimination against a whole group of employees protected by Title VII such as Afro- Americans and women. When losing a class action suit in court, employer has to do three things: (1) pay dollar damage to the "affected class" of employees as compensation for denied wages; (2) stop engaging in discriminatory practices; and (3) make specific changes in personnel procedures and increase its hirings, promotions, and transfers of the "affected class" to eradicate the present effects of past unlawful practices.

COMPLIANCE: The degree to which federal contractors or subcontractors carry out (comply with) the mandatory affirmative action or non-discrimination clause in their contracts. Compliance is measured largely on the basis of what an agency says it is going to do in its affirmative action program, the agency's adherence to the program and its good faith efforts to achieve the goals and timetables specified in the program. The degree to which employers carry out EEOC guidelines and state agencies carry out its affirmative action policy and criteria.

DISABILITY: A physical or mental impairment which substantially limits one of more life activities. An individual with a record of such impairment or who is regarded as having such impairment, is also "disabled” under state federal law.

EQUAL EMPLOYMENT OPPORTUNITY (EEO): Administering all terms and conditions of employment without regard to age, color, disability, national origin, race, religion, or sex.

LABOR FORCE: The working population of a specified area, e.g. the North Carolina labor force includes all State residents who are employed or are seeking employment. Data on a labor force can be reported for a particular occupation or for all occupations.

LABOR FORCE PARITY: An employer's workforce equal to the percentage of women, minorities and persons with disabilities in the total labor force, regardless of occupational specialty.

NONDISCRIMINATION: Requires the elimination of all existing discriminatory conditions, whether purposeful or inadvertent.

OCCUPATIONAL PARITY: The representation of women, minorities and persons with disabilities in particular occupational categories in the recruiting area. This has generally been accepted as a primary basis for defining affirmative action goals and underutilization.

38 33 POPULATION PARITY: The percentage of women, minorities and persons with disabilities between 16 and 70 years of age in the local population.

PROTECTED GROUPS: Any group (or member of that group) specified in, and therefore protected by, anti-discrimination laws. The anti-discrimination laws protect individuals from discrimination because of age, color, disability, national origin, race, religion, or sex.

REASONABLE ACCOMMODATIONS: Used in connection with affirmative action for persons with disabilities: if a disabled employee or applicant has the skills necessary to perform a job, an employer must make reasonable accommodations to the physical environment, equipment, schedules or procedures that would enable the individual to function in the position.

SELECTION PROCESS: Applies to tests and other employer selection procedures used as a basis for any employment decision. This includes the full range of assessment techniques from paper-and-pencil tests to performance tests; training programs or probationary periods; physical, educational, or work experience requirements; formal or informal interviews; and application forms. Employment decisions go far beyond hiring: promotion, demotion, discharge and referral are all included. Selection for training or transfer may also be considered an employment decision if it leads to the decisions listed above.

SEXUAL HARASSMENT: Deliberate, unsolicited, and unwelcome verbal and/or physical conduct of a sexual nature or with sexual implications by a supervisor or co-worker which (1) has or may have direct employment consequences resulting from the acceptance or rejection of such conduct; or (2) creates an intimidating, hostile or offensive working environment; or (3) interferes with an individual's work performance.

UNDERUTILIZATION: Having fewer minorities and/or women in a particular job category than reasonably expected by their availability.

UNDUE HARDSHIP: In order for an employer legally to refuse to accommodate an applicant's or an employee's disability or religious belief, the employer must be able to show that such accommodation would place a severe burden on the operation of the business.

UNINTENTIONAL DISCRIMINATION: Practices appearing non-discriminatory and not intended to be discriminatory but display discriminatory effects.

UNLAWFUL EMPLOYMENT PRACTICE: Any policy or practice that has discriminatory intent or effect.

VALIDATION: The study of an employer's tests or selection standards which proves that they are significant predictors of successful job performance (i.e., those who score high turn out to be successful and those who score low turn out to be unsuccessful). The study requires a large sample of applicants and must include representatives of groups, minorities, women, etc. who may be suffering adversely from such standards.

WORKFORCE: The employees of a specified firm or agency. Data on an employer's work force can be reported for a particular occupation or for all occupations.

39 34 EXHIBIT E - Comparable Data Tables

Wisconsin (Geographic) Occupational Distribution (Estimate based on 2014 - 2018) Source: US Census Bureau - EEO Tables by Geographic Area By State 2014-2018 (Table EEO-ALL03R) https://www2.census.gov/EEO_2014_2018/EEO_Tables_By_Geographic_Area_By_State/State/Wisconsin/

Native Hispanic or American Black or Hawaiian Balance of Total Latino - All Indian and Percent Total Percent Wisconsin White African Asian and Other not Hispanic Total Males Employed Hispanic or Alaska White Females Females American Pacific or Latino Latino Native Islander Management, business and financial workers (OA)* 389,240 10,505 355,350 9,395 2,400 7,970 30 3,590 91.3% 221,775 167,460 43.0% Science, engineering and computer professionals (PR)* 106,085 2,840 91,270 2,635 345 7,725 25 1,250 86.0% 80,270 25,815 24.3% Healthcare practitioner professionals (PR)* 128,805 3,050 116,050 3,160 250 4,885 4 1,400 90.0% 28,470 100,335 77.9% Other professional workers (PR)* 316,905 9,825 279,430 10,395 1,505 11,860 70 3,825 88.2% 127,630 189,280 59.7% Protective service workers (PS)* 47,585 2,490 38,935 3,685 965 650 0 870 81.8% 36,285 11,305 23.8%

Wisconsin Total in Above Categories 988,620 28,710 881,035 29,270 5,465 33,090 129 10,935 89.1% 494,430 494,195 50.0%

*Estimates provided by the US Census Bureau **Table advises that rounding may impact data

Walworth County (Geographic) Occupational Distribution (Estimate based on 2014 - 2018) Source: US Census Bureau - EEO Tables by Geographic Area By State/State_County/Wisconsin 2014-2018 (Table EEO-ALL03R_50_WI) Native Hispanic or American Black or Hawaiian Balance of Total Latino - All Indian and Percent Total Percent Walworth White African Asian and Other not Hispanic Total Males Employed Hispanic or Alaska White Females Females American Pacific or Latino Latino Native Islander Technicians (TN) 1,260 85 1,155 0 10 0 0 4 91.7% 420 840 66.7% Administrative support workers (AS) 6,850 345 6,345 55 10 80 0 10 92.6% 1,395 5,455 79.6% Construction and extractive craft workers (SC) 3,210 185 2,940 10 30 0 0 45 91.6% 3,130 80 2.5% Installation, maintenance and repair craft worker (SC) 2,140 250 1,850 15 0 25 0 0 86.4% 2,050 90 4.2% Production operative workers (SM) 6,065 1,455 4,405 100 0 35 0 65 72.6% 4,170 1,895 31.2%

Transportation and material moving operative workers (SM) 2,200 200 1,965 0 0 4 0 30 89.3% 1,940 260 11.8% Laborers and helpers (SM) 3,615 915 2,630 10 10 25 0 25 72.8% 2,720 895 24.8% Service workers, except protective (SM) 9,695 1,425 7,810 190 4 155 35 75 80.5% 3,270 6,430 66.3%

Walworth County Totals in Above Categories 35,035 4,860 29,100 380 64 324 35 254 83.1% 19,095 15,945 45.5%

*Estimates provided by the US Census Bureau **Table advises that rounding may impact data

Regional County Occupational Distribution (Estimate based on 2014 - 2018) Source: US Census Bureau - EEO Tables by Geographic Area By State/State_County/Wisconsin 2014-2018 (Table EEO-ALL03R_50_WI) Native Hispanic or American Black or Hawaiian Balance of Total Latino - All Indian and Percent Total Percent Technicians White African Asian and Other not Hispanic Total Males Employed Hispanic or Alaska White Females Females American Pacific or Latino Latino Native Islander Jefferson 1,190 25 1,165 0 000097.9% 345 840 70.6% Rock 2,470 120 2,230 105 4 4 0 65 90.3% 895 1,575 63.8% Walworth 1,260 85 1,155 0 10 0 0 0 91.7% 420 840 66.7% Total 4,920 230 4,550 105 14 4 0 65 92.50% 1,660 3,255 66.2%

Native Hispanic or American Black or Hawaiian Balance of Total Latino - All Indian and Percent Total Percent Service Maintenance White African Asian and Other not Hispanic Total Males Employed Hispanic or Alaska White Females Females American Pacific or Latino Latino Native Islander Jefferson 18,160 1,775 15,770 179 35 115 0 285 86.8% 9,945 8,225 45.3% Rock 34,020 4,170 26,830 1,745 60 380 0 840 78.9% 18,545 15,480 45.5% Walworth 21,575 3,995 16,810 300 14 219 35 195 77.9% 12,100 9,480 43.9% Total 73,755 9,940 59,410 2,224 109 714 35 1,320 83.0% 40,590 33,185 43.9%

40 35

WALWORTH COUNTY 2022 PLAN DESIGN RECOMMENDATIONS HR COMMITTEE MEMO MAY 19, 2021

Overview

Walworth County in partnership with M3 Insurance reviews benchmarking and public sector normative data for plan design and market competitiveness on annual basis. Recommendations proposed via this executive summary are in efforts to bring the Walworth County plan in line with the market in regards to other public sector employers, including other Wisconsin Counties, and other local employers while still allowing the County to successfully recruit and retain top talent. We also review annually to ensure all opportunities that may provide the Walworth County plan savings with minimal disruption to our great employees and their families are completely vetted. This executive summary includes an analysis based on the current 2021 Walworth County plan design and funding rates to show plan cost impact. As we get closer to 2022, we will be able to review additional claims experience and along with the initial stop loss renewal, be able to project a more accurate picture of 2022 costs including these plan design modifications. For now, this summary and analysis is designed merely to show the overall change in plan cost and also member disruption when compared to the current state.

Proposed Health Plan Design Changes

Tier 1 Recommended Change – Maximum Out of Pocket

Below you will find the current Tier 1 maximum out of pocket plan design for both single and family coverage when seeking care in-network.

Maximum Out-of-Pocket Single Family

In Network - Medical Copays $2,350 $3,200 In Network - Rx Copays $2,500 $4,000 In Network – Ded. & Coin. $2,500 $7,500 In Network Total $7,350 $14,700

In an effort to eliminate member confusion and plan complexity, the recommendation is to eliminate the three different in-network out of pocket maximum buckets on Tier 1 moving forward with only one in- network total maximum out of pocket regardless of medical and/or prescription drug service rendered.

800.272.2443 | www.m3ins.com

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$6,000 Single / $12,000 Family Maximum Out of Pocket In consideration to minimizing future plan disruption, we are recommending to change the maximum out of pocket expense to a single maximum out of pocket of $6,000 and a family amount of $12,000. This option provides us a decent premium spread between Tier 1 and Tier 2 and lowers our member disruption when comparing to the $7,350/$14,700 option. Members will still see this as an overall reduction of the maximum out of pocket and we expect longer-term plan consistency giving Walworth County more protection against forced changes due to the imminent increase in healthcare costs. The $6,000/$12,000 is the recommendation going forward.

The following two options were also reviewed and considered but not recommended changes in regards to 2022 options for Tier 1 maximum out of pocket plan design:

$7,350 Single / $14,700 Family Maximum Out of Pocket Initially we reviewed the option to leave the maximum out of pocket at the current amounts of $7,350 for single coverage and $14,700 for family coverage and quickly ruled out that option. We may also see some reverse migration with Tier 2 members choosing to move back into Tier 1 when we typically like to see a good split of enrollment among all plans offered.

This option has the largest member impact with 116 of the 117 members or 99% that had met their maximum out of pocket in 2020, no longer meeting it going forward. In 2019, 136 out of 138 members or 98.5% of them would no longer meet their maximum out of pocket. With that said, this would be quite the change from the current plan design causing the largest disruption for members as it is the highest maximum out of pocket option reviewed during this analysis.

$4,000 Single / $8,000 Family Maximum Out of Pocket The idea was then to review what maximum out of pocket levels would allow us to hold the funding rates at the current amounts and we came up with a single amount of $4,000 and family of $8,000. This reduction in overall maximum out of pocket will allow Tier 1 to keep the actuarial value in line with its current value and to hold the premium spread and actuarial value spread between Tier 1 and Tier 2 constant. However, the concern with this option is that with another year of medical uncertainty, we may have to increase these amounts in the future anyway. It was determined the $4,000/$8,000 maximum out of pocket option, although desirable to employees and the lowest amount of member disruption is not sustainable over time and would force additional plan design changes much sooner that anticipated.

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Tier 1 Proposed Change – Specialty Drug Maximum Member Cost Share

The final recommend change to Tier 1 is the increase of member cost share on the specialty drugs to bring this more in line with the market and what other Wisconsin employers offer. Currently members pay the lesser of 25% to a $100 maximum and we propose increasing the maximum from $100 to $250. The most common employer specialty drug maximum is set at $250 per prescription as specialty drugs are quite costly.

The projections are showing no change to the funding rates when increasing the specialty drug maximum. See below chart for a quick comparison on member impact and total plan savings.

Tier 4 - Specialty Rx 50% or $250 Max 2020 Total Number of Members Impacted 13 Additional Member Expense/Plan Savings $4,300

In addition, the recommendation is to hold the Tier 1 medical deductible, coinsurance and copays the same for the 2022 plan year. The recommendation is that the Tier 2 plan design will remain the same for the upcoming plan year. These are our initial plan design recommendations as we go into our 2022 budget process.

800.272.2443 | www.m3ins.com

43 Walworth County Health Insurance Benefit Comparison Using 2021 Premium Equivalents

Benefits Current

Insurance Type Tier 1 H.S.A Tier 2 Embedded Non-Embedded Deductible Single Family Single Family In Network $1,000 $3,000 $1,500 $3,000 Out of Network $2,000 $6,000 $3,000 $6,000 Co-Insurance In Network 80% 90% Out of Network 60% 70% Maximum Out-of-Pocket Single Family Single Family In Network - Medical Copays $2,350 $3,200 In Network - Rx Copays $2,500 $4,000 In Network - Deductible & Coinsurance $2,500 $7,500 In Network Total $7,350 $14,700 $3,000 $6,000 Out of Network Unlimited Unlimited $6,000 $12,000 Office Visits PCP Specialist PCP Specialist In Network $35 Copay $50 Copay Ded/Coin Ded/Coin Out of Network Ded/Coin Ded/Coin Walworth County Employee Health Center $0 $25 Access Fee Urgent Care In Network $75 Copay Ded/Coin Out of Network Ded/Coin Ded/Coin Emergency Room $150 Copay, then Ded/Coin Ded/Coin Hospital Services In Network $150 Copay, then Ded/Coin Ded/coin Out of Network Ded/Coin Ded/Coin Prescription Drugs Generic $10 Formulary $25 Ded/coin Non Formulary Lesser of 25% or $50 Specialty Lesser of 25% or $100

While every effort is made to illustrate the carriers' various benefits, discrepancies or errors are possible. In the event of an error, the actual product brochure furnished by the insurance carrier and approved by the Commissioner of Insurance will prevail. The master contract and policyholder certificates are more detailed and should be used for the determination of benefits. All plans will comply with state and/or federal requirements with regard to nervous and mental benefits. 44 Walworth County Health Insurance Benefit Comparison Using 2021 Premium Equivalents

Benefits Recommended - Changes to Tier 1 Max Out of Pocket and Specialty Only

Insurance Type Tier 1 H.S.A Tier 2 Embedded Non-Embedded Deductible Single Family Single Family In Network $1,000 $3,000 $1,500 $3,000 Out of Network $2,000 $6,000 $3,000 $6,000 Co-Insurance In Network 80% 90% Out of Network 60% 70% Maximum Out-of-Pocket Single Family Single Family In Network - Medical Copays See Total Below See Total Below In Network - Rx Copays See Total Below See Total Below In Network - Deductible & Coinsurance See Total Below See Total Below In Network $6,000 $12,000 $3,000 $6,000 Out of Network Unlimited Unlimited $6,000 $12,000 Office Visits PCP Specialist PCP Specialist In Network $35 Copay $50 Copay Ded/Coin Ded/Coin Out of Network Ded/Coin Ded/Coin Walworth County Employee Health Center $0 $25 Access Fee Urgent Care In Network $75 Copay Ded/Coin Out of Network Ded/Coin Ded/Coin Emergency Room $150 Copay, then Ded/Coin Ded/Coin Hospital Services In Network $150 Copay, then Ded/Coin Ded/coin Out of Network Ded/Coin Ded/Coin Prescription Drugs Generic $10 Formulary $25 Ded/coin Non Formulary Lesser of 25% or $50 Specialty Lesser of 25% or $250

While every effort is made to illustrate the carriers' various benefits, discrepancies or errors are possible. In the event of an error, the actual product brochure furnished by the insurance carrier and approved by the Commissioner of Insurance will prevail. The master contract and policyholder certificates are more detailed and should be used for the determination of benefits. All plans will comply with state and/or federal requirements with regard to nervous and mental benefits. 45 Walworth County Health Insurance Benefit Comparison Using 2021 Premium Equivalents

Benefits Proposed - Changes to Tier 1 Max Out of Pocket and Specialty Only

Insurance Type Tier 1 H.S.A Tier 2 Embedded Non-Embedded Deductible Single Family Single Family In Network $1,000 $3,000 $1,500 $3,000 Out of Network $2,000 $6,000 $3,000 $6,000 Co-Insurance In Network 80% 90% Out of Network 60% 70% Maximum Out-of-Pocket Single Family Single Family In Network - Medical Copays See Total Below See Total Below In Network - Rx Copays See Total Below See Total Below In Network - Deductible & Coinsurance See Total Below See Total Below In Network $7,350 $14,700 $3,000 $6,000 Out of Network Unlimited Unlimited $6,000 $12,000 Office Visits PCP Specialist PCP Specialist In Network $35 Copay $50 Copay Ded/Coin Ded/Coin Out of Network Ded/Coin Ded/Coin Walworth County Employee Health Center $0 $25 Access Fee Urgent Care In Network $75 Copay Ded/Coin Out of Network Ded/Coin Ded/Coin Emergency Room $150 Copay, then Ded/Coin Ded/Coin Hospital Services In Network $150 Copay, then Ded/Coin Ded/coin Out of Network Ded/Coin Ded/Coin Prescription Drugs Generic $10 Formulary $25 Ded/coin Non Formulary Lesser of 25% or $50 Specialty Lesser of 25% or $250

While every effort is made to illustrate the carriers' various benefits, discrepancies or errors are possible. In the event of an error, the actual product brochure furnished by the insurance carrier and approved by the Commissioner of Insurance will prevail. The master contract and policyholder certificates are more detailed and should be used for the determination of benefits. All plans will comply with state and/or federal requirements with regard to nervous and mental benefits. 46 Walworth County Health Insurance Benefit Comparison Using 2021 Premium Equivalents

Benefits Proposed - Changes to Tier 1 Max Out of Pocket and Specialty Only

Insurance Type Tier 1 H.S.A Tier 2 Embedded Non-Embedded Deductible Single Family Single Family In Network $1,000 $3,000 $1,500 $3,000 Out of Network $2,000 $6,000 $3,000 $6,000 Co-Insurance In Network 80% 90% Out of Network 60% 70% Maximum Out-of-Pocket Single Family Single Family In Network - Medical Copays See Total Below See Total Below In Network - Rx Copays See Total Below See Total Below In Network - Deductible & Coinsurance See Total Below See Total Below In Network $4,000 $8,000 $3,000 $6,000 Out of Network Unlimited Unlimited $6,000 $12,000 Office Visits PCP Specialist PCP Specialist In Network $35 Copay $50 Copay Ded/Coin Ded/Coin Out of Network Ded/Coin Ded/Coin Walworth County Employee Health Center $0 $25 Access Fee Urgent Care In Network $75 Copay Ded/Coin Out of Network Ded/Coin Ded/Coin Emergency Room $150 Copay, then Ded/Coin Ded/Coin Hospital Services In Network $150 Copay, then Ded/Coin Ded/coin Out of Network Ded/Coin Ded/Coin Prescription Drugs Generic $10 Formulary $25 Ded/coin Non Formulary Lesser of 25% or $50 Specialty Lesser of 25% or $250

While every effort is made to illustrate the carriers' various benefits, discrepancies or errors are possible. In the event of an error, the actual product brochure furnished by the insurance carrier and approved by the Commissioner of Insurance will prevail. The master contract and policyholder certificates are more detailed and should be used for the determination of benefits. All plans will comply with state and/or federal requirements with regard to nervous and mental benefits. 47

Memorandum

To: Walworth County Human Resources Committee

Cc: Mark Luberda, County Administrator

From: Kate Bishop, Human Resources Director

Human Resources Date: May 14, 2021

Kate Bishop Human Resources Director RE: Update on Staffing related to COVID-19

Below is information and updates regarding staffing related to COVID-19. Please note, this information is current as of the morning of Wednesday, May 12, 2021 and reflects any new information since the previous report that was provided at the previous Human Resource Committee Meetings.

Recruitment:

• Positions continue to be posted and shared via the methods described previously which include many hiring sites, schools sites, community sites and contacts, and

social media sites.

HHS Pandemic Update:

Status Update on Positions:

7.00 FTE Administrative Clerk III – Pandemic o As of April 26, 2021 5.00 FTE have been filled. o No new update, we continue to post the position and seek candidates for

the additional roles. • 1.00 FTE Epidemiologist – Pandemic o Candidates were interviewed 5/10/2021; however, the right candidate was not in the group so we will continue to search. • 1.00 FTE HS Supervisor – Public Health Pandemic o The position is remains posted and we are seeking additional candidates. • 5.00 FTE Pandemic Clinic Staff – RN/LPN o We have brought on board three nurses to work the clinics in an LTE capacity and seeking additional candidates to fill the roles.

• 2.00 FTE Public Health Specialist- Pandemic o In addition to these two pandemic Public Health Specialist positions, we Human Resources have a regular position posted. We are hoping to find candidates in 100 W. Walworth PO Box 1001 conjunction with this position. Elkhorn, WI 53121 • 2.00 FTE Public Health Lead Worker – Pandemic 262.741.7965 tel 262.741.7948 fax

48 Memo to Human Resources Committee Staffing Update Page 2 of 2

o One position has been filled and we continue to seek candidates for the last position.

Lakeland Health Care Center Staffing Update

Status Update on Positions:

• 1.0 FTE Care Trainer/Mentor (Pandemic) o One new candidate, application has been sent to DON & Nursing Home Admin for review • 2.40 FTE Certified Nursing Assistant (8 0.2 C.N.A open positions increased to 0.5 positions) o One offer made, new hire starts on 5/24/2021 o Another offer made 5/12/2021. o Applicants are applying for the permanent positions. • 4.00 FTE Certified Nursing Assistant (Pandemic) o 3.00 FTE have been filled and the last 1.00 FTE position is on hold per the department. • 0.60 FTE Pandemic Site Worker (Pandemic- two 0.3) o One has been filled and the other position is on hold per the department. • 1.00 FTE Recreation Therapy Leader (Pandemic) o This position has been put on hold per the department at this time. • 2.00 FTE Relief Cook (Pandemic) o One position remains open and advertising continues. • 0.40 FTE RN (Increase one of the part time PM shift openings to a fulltime) o No new candidates, continuous posted- candidates are applying for the fulltime positions. • 1.00 FTE Social Services Aide (Pandemic) o Position filled

49