►
Description
0:21 - Call to Order
0:32 - Roll Call
0:43 - Invocation
1:07 - Pledge of Allegiance
1:25 - Citizen Input
3:31 - Items for Consideration - Segal Waters Consulting - Total Compensation Study Final Report
29:04 - Unfinished Business
29:07 - New Business
29:10 - Miscellaneous
29:12 - Announcements
30:07 - Closed Session
B
B
A
D
The
record,
my
name
is
Wanda
beam.
Linda
Rao
I
represent
the
United
Steelworkers
one
five,
one:
five,
seven
paraprofessionals
and
the
part-time
full-time
and
oversee
the
probate
the
probation
over
at
the
courts.
I
would
like
to
thank
the
board
for
putting
forth
the
finances
to
conduct
this
important
study.
I
do
also
look
forward
to
I,
understand
you're,
not
route
you're,
not
going
to
accept
it.
D
A
Thank
You
Wanda
for
your
comments.
Anyone
else
at
this
time
just
a
brief
explanation
for
people.
This
is
something
that's
new
to
me.
Do
a
lot
of
the
commissioners.
This
is
presentation,
as
today
is
just
on.
How
did
we
get
released
shortly
to
everyone,
but
there's?
No!
This
does
not
have
anything
to
do
with
you
know
as
far
as
wages
or
increases
or
steps
or
anything
like
that.
That's
up!
That's
something!
That's
going
to
be
taken
caravan
negotiation
at
this
time,
I'd
like
to
introduce
Ruthie,
Elvidge
I,
say
that
wrong
idea,
def
good!
A
Thank
you.
She
is
a
vice
president
and
senior
consultant
for
a
seagull
Weider's
consulting.
This
is
the
firm
that
did
our
study
data
has
been
collected
as
November
of
2018,
so
it's
it
can't
get
much
more
recent
than
that.
This
is
something
that's
been
working
worked
on
for
over
a
year.
So
at
this
time,
okay,
thank
you.
C
Real
quick
to
think
there
there
are
two
team
to
the
product.
You
know
leadership,
team
and
the
project
team
is
made
up
of
several
different
people
personnel
department,
but
they
work
very
hard
and
a
lot
of
hours
to
get
a
feed
a
lot
of
time.
I've
hurt
to
this
project
and
we
have
come
to
its
conclusion
without
their
work.
So
I
just
want
to
well
go
opening
a
little
bit
on
a
prepetition,
but
I
want
to
make
it.
E
Won't
bite.
Okay,
thank
you
for
your
time
today,
I
appreciate
the
opportunity
to
speak
with
you.
I
can
give
you
the
kind
of
an
overview
of
the
study
and
I
want
to
echo
what
Tiffany
just
said.
This
has
been
a
very
extensive
study
and
has
taken
a
lot
of
work
and
it's
a
partnership.
It's
something
that
Siegel
has
worked
very
closely
with
Tiffany
and
the
project
team,
as
well
as
with
the
leadership
team
that
have
worked
with
this
hand
in
hand
along
the
way
to
make
sure
that
we
have
a
deliverable.
E
That
is
something
that
will
be
useful
for
you
and
relevant
for
you
in.
As
you
began,
your
consideration
of
it
I
have
put
together
a
presentation
to
walk
you
through,
not
only
who
that
project
team
was
who
the
leadership
team
was
composed
of,
and
then
step
you
through
the
different
components
of
the
study
and
coming
together
with
some
kind
of
what-if
scenario,
kind
of
things.
E
Does
it
represented?
You
know
two
key
departments
and
it
couldn't
be
everybody,
so
we
were
trying
to
put
in
that.
We
felt
like
could
help
us
and
have
the
time
to
do
that
and
were
available
to
assist
us,
and
so
between
these
two
teams.
We
had
the
day-to-day
kind
of
work
with
us
and
then
the
oversight
so
that
when
we
came
to
some
key
directions
and
options,
we
had
that
leadership
team
to
give
us
feedback
and
direction.
E
Well,
I
want
to
begin
this
presentation
by
talking
about
objectives
that
we're
trying
to
accomplish.
We
were
tasked
with
coming
up
with
a
system
that
would
help
the
county
administer
pay
and,
and
that
should
be
a
system
that
is
consistent
with
how
you
are
structured.
I
should
be
consistent,
that
that
follows
your
management
style,
your
culture,
how
the
organization
typically
wants
to
handle
compensation.
E
It
should
provide
an
internal
equity
among
positions
so
that,
if
you
look
at
jobs
and
see
how
they
are
placed
into
a
pace
system,
you
can
understand
the
internal
and
relationships
of
jobs.
It
also
needs
to
have
an
external
competitive
component,
which
is
how
positions
and
how
your
pace
system
compares
to
the
external
market.
E
It
should
also
be
one
that
you
can
understand
and
explain
and
people
understand
what
it
means
to
them
and
that
one
can
that
can
continue
to
be
managed
over
time,
so
that,
as
the
organization
changes
as
your
jobs
change
is
your
philosophy
changes
you
may
restructure.
This
system
can
be
continued
to
be
managed
by
human
resources
and
by
you
as
an
organization.
It
has
to
have
that
fiscally
fiscal
constraint
to
it.
E
So
that
it
is
provides
you
with
the
affordability
component
and
then
again
trying
to
have
something:
that's
efficient
and
easy
to
administer,
something
that
doesn't
and
over
a
tremendous
burden
on
you
as
an
organization
or
on
HR
or
payroll
everybody
else
to
continue
to
manage.
So
with
these
key
objectives
in
mind,
we
work
through
a
flow
of
phases
that
you'll
see
here
on
the
chart.
E
Our
first
step,
of
course,
was
to
meet
with
you
to
gather
and
about
the
county,
make
sure
we're
clear
about
the
goals
and
objectives
of
the
study,
roles
and
responsibilities,
setting
up
the
teams
that
we're
going
to
support
the
study
and
then
very
quickly.
After
that,
we
moved
into
the
job
analysis
phase
of
the
study.
E
That's
being
made,
we've
moved
into
what
we
call
a
job
evaluation
process
which
looks
at
the
internal
relationships
of
jobs
as
well
as
went
out
to
the
market,
to
try
to
collect
information
from
other
employers
to
see
what
they
are
paying
for
similar
types
of
work
that
then
moved
into
a
component
where
we
actually
prepared
a
compensation
structure
for
your
consideration
and
then,
of
course,
guidelines
on
how
to
continue
to
administer
it.
So
those
are
the
key
steps
of
the
project,
all
with
lots
of
interaction
and
communication.
E
As
a
result
of
the
study,
there
are
key
deliverables
which
includes
the
job
analysis
and
all
of
this
becomes
yours.
The
job
questionnaires
that
were
collected,
the
the
documentation
of
the
work
that
was
being
farmed,
performed
the
review
the
exemption
status
for
some
jobs
to
make
sure
that
they
were
correctly
either
exempted
for
overtime
or
eligible
for
overtime.
That's
the
Fair
Labor
Standards
review.
We
did
a
formal
process
called
job
evaluation
to
look
at
the
internal
relationships
of
DOC
jobs,
the
similarities
and
the
differences
and
I'll
go
into
more
detail
about
what
that
is.
E
In
a
few
moments,
we
did
conduct
a
very
extensive
compensation
survey
that
was
documented
and
sent
out
to
collect
salary
benefits
and
pay
practices
data.
We
then
compared
the
information
we
collected
through
this
survey
process
to
the
county
and
have
updated
a
provel
provided
an
updated
compensation
plan
and
some
options
for
implementation.
E
It's
all
put
together
into
a
final
report
that
you
will
see
the
documents,
the
methodology
and
findings
and
then,
of
course,
we
have
the
on-site
presentation
of
that
report
and
today,
I'm,
going
to
step
through
each
of
the
components
of
the
study
and
talk
about
each
one
individually.
When
we
talk
about
job
analysis,
we're
looking
at
what
are
jobs,
what
are
positions
doing?
What
are
they
responsible
for?
What
are
the
key
characteristics
of
the
position,
and
so
the
that
process
included
having
employees
fill
out
job
questionnaires?
We
looked
at
the
work
being
performed.
E
E
Some
are
different
and
not
every
employer
has
those
jobs.
So
if
you
understand
what
the
relationship
is
between
jobs,
what
the
internal
relationships
is,
then,
when
you
bring
in
market
data
for
jobs,
you
can
match
them
to
other
positions
that
we're
not
part
of
that
survey
process
and
it
helps
us
understand
those
relationships.
When
you
go
through
what
we
call
a
point
factor:
job
evaluation.
E
Once
we
had
completed
the
job
analysis
and
the
job
documentation,
we
completed
the
market
review.
We
were
interested
in
finding
out
what
other
employers
pay
for
similar
types
of
work,
not
only
indirect
pay
but
other
benefits,
and
so
we
talked
about
who
was
it?
That
was
your
market
who
should
be
surveyed,
and
we
spent
quite
a
bit
of
time
with
that,
with
the
leadership
team.
Getting
lots
of
input
looking
at
who
do,
we
think,
has
similar
types
of
jobs.
Who
do
you
compete
with?
E
Who
has
similar
types
of
budgets
as
similar
types
of
services,
and
we
identified
12
peer
employers
that
we
felt
would
provide
us
what
we
call
relevant
data
information
that
we
can
use
to
determine
how
we
want
to
apply
that
to
your
positions.
In
addition
to
those
12
peer
employers
that
receive
the
custom
survey,
we
also
brought
in
private,
published
sector
data
from
three
different
sources,
and
you
can
see
on
this
slide
the
actual
peer
employers
that
we
asked
to
participate
in
the
survey
and
that
we
also
used
published
private
sector
data
from
economic
research
institute.
E
E
E
Wanted
to
make
a
note
that
when
you
collect
data
outside
of
your
immediate
region,
there's
a
lot
of
reasons
why
employers
pay
for
types
of
positions
or
types
of
work,
and
so
there
is
differences
in
what
we
call
cost
of
labor.
So
what
one
organization
in
another
region
pays
for
the
same
job
in
your
region
may
vary
based
on
cost.
E
What
we
call
cost
of
labour
economic
research
institute
establishes
a
national
index
for
cost
of
labour
and
then
applies
it
to
each
one
of
the
locations
that
we
gathered
data
from
if
they
had
a
higher
cost
of
labour.
The
cost
of
labour
is
considered.
The
national
index
is
at
a
hundred.
So
if
you
look
at
the
individual
factor,
the
individual
index
that
is
applied
to
each
location,
which
is
the
county
seat,
you
can
adjust
their
data
up
or
down
based
on
differences
in
cost
of
labour.
E
So
you
can
see
here
in
this
slide
that
for
Bay
County,
which
is
Bay
City,
their
relationship
to
the
national
index
is
ninety
six
point
five.
So
it's
less
than
the
overall
national
average
and
you
can
see
that
most
of
them
are
less
than
the
national
average,
maybe
not
quite
as
much
as
Bay
County,
but
each
location
was
evaluated
and
the
actual
data
collected
from
their
location
has
been
adjusted
up
or
down.
Based
on
that
cost
of
labour.
That
economic
index
that
was
established
by
Economic,
Research
Institute.
E
What
we
found
when
we
gathered
all
the
day-
and
this
is
the
broad
big
picture-
is
if
you
look
at
we
collected
data
on
a
hundred
benchmark
jobs
when
you,
when
you
prepare
a
survey,
there's
only
so
many
such
a
size
of
a
survey
that
other
peers
will
respond
to
and
I
think
it's.
If
you
ask
Tiffany
she'll
tell
you.
E
100
is
probably
the
magic
we're
in
a
really
magic
number,
and
it
really
is,
if
you
have
a
survey
with
a
hundred
positions,
you're
likely
to
get
and
other
employers
to
provide
you
with
data,
and
we
had
a
hundred
jobs
in
our
survey.
If
you
take
the
average
of
their
rent,
the
minimum
of
those
sauer
of
those
individual
positions
and
you
compared
to
the
average
of
all
of
the
other
peer
employers,
you
are
right
about
average
of
what
they're
doing
they're
99
percent
of
their
average
for
range
minimum
for
the
entry
to
your
positions.
E
If
you
look
at
the
maximum,
the
top
pay
for
those
jobs
on
average
compared
to
your
top
pay
on
average
you're
lagging
at
86%,
so
you're
about
14%
lower
than
their
top
pay.
If
you
look
the
middle,
which
we
often
refer
to
that
as
the
market
sensitive
competes
of
the
pay
structure
of
the
pay
range
you're
at
92%
overall
of
what
the
middle
or
the
midpoint
of
their
pay
ranges
are,
and
that's
about.
8
percent
behind
market,
so
you're
at
market
at
the
moment,
minimums
and
lagging
at
the
midpoints
and
the
maximums
of.
E
Course
it
varies
by
job,
and
so,
as
you
can
see,
of
those
100
benchmark,
jobs
about
half
of
them
were
lagging
market
and
about
half
of
them
were
at
or
above
market.
You
had
20
jobs
that
we
didn't
have.
We
require
5
matches
for
analysis,
and
while
we
did
get
matches
for
them,
we
feel
like
it's
insufficient
data
until
you
achieve
those
5
matches.
So
we
report
that
data
and
it's
included
in
your
study,
but
it
isn't
used
in
the
overall
analysis
for
structure,
recommendations.
E
So
paid
so
employee
pay
is
not
the
only
thing
we
looked
at
as
part
of
this
review.
We
wanted
to
look
at
other
benefits
and
one
of
them
was
market
and
out
market
and
your
paid
leave
and
what
we
did
is
we
took
all
of
your
paid
leave,
which
included
holidays
and
vacation
and
sick
and
so
forth,
and
added
all
that
up,
and
so
you
can
see.
It
does
of
course
accrue
that
differently
at
different
times
of
tenure.
E
If
you
look
at
health
benefits
and
looking
at
look
at
what
the
employer
costs
or
the
employer
pay
is
you'll
see
that
actually
you
for
the
same
type
of
PPO
plan
that
others
are
providing.
Your
costs
are
less
and
that's
a
good
thing.
Yours
are
at
a
little
less
than
a
thousand,
and
your
market
averages
a
little
over
a
thousand
so
you're
in
pretty
good
shape
there
as
well,
and
one
of
the
things
we
also
looked
at
is
the
cost
sharing
of
those
premiums.
E
E
Although
the
premiums
are
lower
because
the
total
cost
is
there
is
lower
and
finally,
if
you
look
at
retirement
contributions
again,
Bay
County,
we
split
it
between
the
general
positions
and
then,
of
course,
the
Sheriff's
Department
has
a
different
retirement
contribution,
but
your
annual
employee
retirement
contribution,
which
is
a
percent
of
pay,
is
for
general
employees
is
a
little
less
than
eighteen
percent
and
it's
right
at
for
general
employees,
the
market
average.
Of
course
Sheriff,
is
a
little
bit
more,
but
we
only
collect
it
from
these
others,
the
actual
average
payment.
E
So
it's
difficult
to
compare
sheriffs
positions
to
actual
service
positions
and
the
defined
benefit
contributions.
You
can
see
that
for
general
positions,
the
average
is
six
point.
Three
one
percent
the
market
average
is
seven
point.
Two
nine
Sheriff
is
nine
point
nine
one
and
of
course
the
annual
employee
contributions
is
a
percent
of
pay
for
defined
benefit
is
four
percent
and
for
market
averages
four
point:
seven
five,
so
you're
you're
right
around
in
where
the
market
is
paying
in
terms
of
retirement
contributions,.
E
So
one
of
the
things
we're
asked
to
do
was
to
develop
a
compensation
system
and,
of
course
this
is
if,
if
you
were
going
to
take
all
this
data,
if
you
were
going
to
accept
it,
and
if
you
are
going
to
make
the
same
assumptions
that
we
did,
we
have
drafted
some
structures
for
your
consideration
that
are
at
ninety
five
percent
of
market.
The
reason
why
we
did
that
is
because
you
other
benefits
are
very
strong.
E
You
have
a
very
generous
offering
for
leave
your
competitive
with
your
retirement
you're
doing
well
with
your
medical,
and
so
we
felt
like,
if
you're
within
that
plus
or
minus
five
percent,
is
what
we
call
market
corridor
that
you'll
be
competitive.
So
what
we
did
was
draft
two
structures
for
your
general
positions
and
we
split
them
in
between
exempt
and
non-exempt
or
your
hourly,
which
are
non-exempt
in
your
salaried,
which
you
exempt
and
we
have
16
grades
and
then
these
structures
and
they
have
spreads.
E
So,
as
a
result
of
this,
we
analyzed
employees
in
the
current
structures
and
have
placed
employees
we
did
put
in
steps,
but
we
placed
them
into
those
ranges
and
would
place
each
employee
on
the
separate
step,
because
you
would
ask
just
give
us
an
idea
of
what
it
would
cost
to
do.
Something
like
this.
If
you
were
to
look
at
this
and
decide
you're
going
to
do
it,
this
is
a
copy
of
the
non
exempt
structure.
You
can
see
that
it
has
levels
and
ranges
from
an
entry
to
a
maximum,
and
this
is
your
hourly.
E
E
The
way
this
analysis
is
done
is
looking
at
each
one
of
the
groups
of
employees
from
exempt
to
non-exempt,
part-time
and
public
safety
and
identifying,
if
there's
any
employees
that
are
below
the
entry
and
you
can
see
for
the
exempt,
there
would
be
four
employees
there
be
four
employees
and
non-exempt
none
in
part
time
and
seven
in
public
safety.
That
would
need
to
be
brought
up
to
injury
and
then,
if
you
assume
that
there
are
steps
within
that
pay
structure,
then
here's
the
number
of
employees
that
would
have
to
be
moved
to
a
closest
step.
E
Nobody
loses
money
out
of
this.
It's
all
moved
up
to
the
next
step,
that's
closest
to
their
current
ready
to
pay,
and
they
would
be
eighteen
on
exempt
positions,
171,
non-exempt,
21,
part-time
and
fifty
public
safety.
So,
overall
the
331
employees
would
receive
a
movement
to
step
and
the
overall
cost
is
about
1.1
percent
of
your
current
payroll.
A
E
We
took
that
into
consideration,
you
couldn't
quantify
it,
but
we
took
it
into
consideration
as
part
of
the
total
richness
of
the
benefits
package,
because
it
is
a
valuable
resource
that
is
provided
to
your
employees,
so
it
wasn't
calculated
in
the
total
value,
but
it
was
an
influencer
and
deciding
where
you
needed
to
be
in
a
relationship
to
market.
Yes,
sir,.
G
E
C
E
So
the
good
question,
the
good
question.
So,
if
you
take
all
hundred
jobs
and
you
look
at
the
entry
of
your
hundred
jobs
on
average
and
the
entry
of
all
the
employers
that
match
that
and
you
compared
their
average
entry,
that's
what
you're
doing
is
you're
doing
it's.
It's.
What
I
call
the
big
picture.
E
If
you
look
to,
let's
just
say,
you
took
all
of
your
structures
and
kind
of
put
them
all
together
as
one
and
you
took
all
the
data
you
had
and
put
it
all
together
as
one
and
you
took
the
difference
between
that
and
your
structure.
Your
entries
are
pretty
close
to
what
others
are
starting
employees,
but,
as
you
progress
into
the
middle
of
the
range,
you
start
to
lose
competitiveness
and
top
step
is
where
you
are
also
most
lagging
and
competitiveness.
E
C
A
F
G
Race,
June
29th,
Beach
Wallace
nine
o'clock.
Hopefully
everybody
will
take
advantage
of
the
the
beauty
that
we
have
with
the
course
that
we
have
at
the
Bay,
City,
State,
Park
and
looking
forward
to
good
weather,
seeing
that
we
have
in
the
spring
we'll
have
summer
come
20
minutes.
Thank
you.
June
14th.
A
And
15th
cheese
town
challenge
parade
festivities
at
Pinconning,
nice
fireworks,
the
tribe
up
our
way
is
chipped
in
so
it
should
be
nothing
to
that's
going
to
be
in
the
comparison
of
bass
city,
but
for
Pinconning.
So
it
was
a
nice
show.
Last
year,
it'll
be
a
good
one.
This
year,
any
other
announcements
closed
session.