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HomeMy WebLinkAboutSupplemental Documents - 5/1/2023City of Waterloo Finance Committee Preliminary Draft Invoice Report For p i 24 2023 Approval Finance Committee Accounts Payable Open Invoice Report Total As of Thursday, April 20, 2023 EFT Transactions: Thursday Total Wellmark Bank Fees 1,938,244.85 Add: Wellmark Add: Gatso 1,767,522.19 157,695.90 13, 026.76 138,242.27 70,272.00 2,146,759.12 Workers Compensation Jan Workers Compensation Feb Workers Compensation March Housing Authority Assistance EFT's Housing Authority Assistance EFT's Payroll 91,585.91 68,753.83 139,073.94 5,913.72 438, 502.66 1,942,466.91 Bill Payment Total - Monday, April 24, 2023 4,833,056.09 City of Waterloo Finance Committee Preliminary Draft Invoice Report For y 01 2023 pproval Finance Committee Accounts Payable Open Invoice Report Total As of Thursday, April 27, 2023 EFT Transactions: 648,816.98 Iowa Medicaid 133,760.93 782,577.91 Workers Compensation Housing Authority Assistance EFT's Housing Authority Assistance EFT's Payroll 438,502.66 6,367.00 Bill Payment Total - Monday, May oi, 2023 1,227,447.57 pu(;c( tJ (No subject) Margaret Bass <margaretbass480@gmail.com> Wed 4/26/2023 9:04 AM To: Sairaranda1171@hotmail.com <Sairarandall71 @hotmail.com> My name is Margaret Bass I am a Waterloo resident . Currently I am in the AARP Training program. I am training at the Salvation Army's men's and women's shelters. There are two issues I would like to address tonight , homelessness and the rights of tenants as they seem to be related. The homeless population in Waterloo has tripled since 2017. Alcohol and drug abuse alone with the huge problem of untreated mental Illness has contribute to the problem ! Also let us not forget those individuals Just down on their luck due to lost of job or a medical emergency and so on ! In Waterloo there are 3 shelters open to the general public The crisis center has a 3 day stay, Catholic Charities 10 days And The Salvation Army provides 28 days of food and shelter. In all cases the spaces are limited And many are turned away . There are a very few places where the homeless can go to make phone calls or take care of pertinent business ! An issue at the women shelter Is child care. A mother may have ajob but, unless she has arranged for child care she will not be able to work. Just imagine working for minimum wage Or even double that With 2 or 3 children preschool age! Currently in Waterloo the average cost for child care Is $500 a month per child,and care for an infant is a Minimum of $610 a month. Do the Math! I'm asking the city to develop a plan or revise the current plan to develop A central response center. To create a path For more shelter space. What about empty buildings and abandoned houses? While the shelters Situation is a big problem so is finding affordable decent housing. Some landlords are now actually charging a fee just to view the apartment. An eviction on one's record within 5 years is an automatic turn down ,still the conditions can be compromise. For an example a previous tenant had their door kicked in then the new tenant will have to wait what seems like an eternity to get door fixed. If the tenant complains to the housing authority they may be risking their place to live. Landlords need to be more accountable for their properties. Very few tenants have the knowledge or the resources to fight the landlords. My purpose tonight Is to spotlight these problems and request they be part of your upcoming agenda! Let Waterloo come up with a solution and then Shine over Iowa! Since our current legislature has majority party that seems to be lazer focused on kicking down those less fortunate while trying to get on their feet and taking food from the the mouths of children and putting them to work while they are still children, let Waterloo go in a different more positive direction! Thank you for your time GovHR USA GOVTEMPS USA CITY OF WATERLOO, IOWA PROPOSAL FOR A COMPENSATION AND CLASSIFICATION STUDY April 3, 2023 INTRODUCTION The City of Waterloo is interested in a review of its current classification and compensation plan for approximately 73 positions in the organization. The goal is to have a clearly defined compensation plan that will allow for efficient and effective classification processes, offer fair and competitive wages, comply with state and federal laws and confirm to accepted practices, and ensures the recruitment and retention of qualified workers. It is a pleasure for GovHR to provide the City of Waterloo with a proposal for these services. PROFILE OF THE COMPANY AND KEY PERSONNEL GovHR, LLC ("GovHR") is a public -sector management consulting firm specializing in executive recruitment and management consulting. Our headquarters are In Northbrook, Illinois, and we are a certified Female Business Enterprise in the State of Illinois. GovHR provides service to jurisdictions and agencies in a variety of contemporary issues, providing management, financial, and human resources assistance. We work exclusively in the public sector, and all services are provided solely for public jurisdictions and not -for -profit entities. The company was formed as Voorhees Associates in 2009 and changed its name to GovHR USA in December 2013. Our organization currently has a staff of thirty-five project consultants. If selected to conduct this Study for the City of Waterloo, Ms. Joellen Cademartori, Chief Executive Officer and Co -Owner of GovHR, will serve as Project Manager. Ms. Cademartori's contact information is: Joellen Cademartori Chief Executive Officer GovHR USA LLC 847-380-3238 Cademartori@govhrusa.com Ms. Cademartori has many years of experience in local government administration in Massachusetts, North Carolina, and Illinois. She is currently managing several Classification and Compensation Studies that are in various stages of completion. A complete list of studies is located on our website at www.govhrusa.com. 630 Dundee Road, Suite 225, Northbrook, IL 60062 Local: 847.380.3240 Toll Free: 855.68GovHR (855.684.6847) Fax: 866.401.3100 GovHRUSA.com EXECUTIVE RECRUITMENT INTERIM STAFFING MANAGEMENT AND HUMAN RESOURCE CONSULTING GovHR USA GOVTEMPS USA Page 2 Ms. Cademartori will be assisted by GovHR Senior Vice Presidents Rachel Skaggs and Joan Walko, HR Specialists Katy Yee and Alice Bieszczat, and HR Manager Mysi Hall in study preparation, data gathering and employee interviews. Biographies for the Consultant Team are attached to this proposal. FIRM EXPERIENCE AND QUALIFICATIONS GovHR has conducted more than 150 classification and compensation studies in the past 10 years. Without fail, every pay plan recommended by GovHR has been successfully implemented by the client. A list of the firm's studies is included on our website at www.govhrusa.com. All of these studies included the use of public -sector salary data. All studies included the following recommendations: • New classification and compensation plans, assuring internal equity. • Recommendations for job title changes where appropriate. • Recommendations on how to deal with specific problems that arose during the course of the study (i.e., compression issues, internal equity issues, market discrepancy issues, etc.) • Pay plans that were tied to performance. METHODOLOGY, TIMELINE and DELIVERABLES To accomplish the City's objectives, GovHR will perform the following steps (listed in the order that the work will be performed). Please note, we have specified those areas where we will need the City's input/assistance. Meetings, Salary Survey, Job Analysis. DELIVERABLE: Start Up Documents DELIVERABLE: Job Analysis Questionnaire Form • Study preparation and project meeting (Project Manager). Meet with City representatives to discuss study methods, review organization charts, personnel rules and regulations, and the current classification and pay plans. We will seek to determine problem areas, answer questions, and review the scope and schedule of work, and the data and assistance GovHR will need from the City to accomplish this task. Prior to the meeting, GovHR will require copies of the organization charts for each department, all pay plans, the current personnel manual, union contracts and any other relevant information related to salaries to make for a more productive initial meeting. • Establishing comparables — Public and Private Sector DELIVERABLE: List of Comparable Entities Public Sector Working with City staff and using our broad -based cohort methodology, we will determine a logical survey sample of "like" municipalities that impact the compensation market for the City. In selecting public employers, we normally use criteria such as number of employees, population served, EAV, budget size, proximity, etc., the purpose of which is to select jurisdictions that are most comparable to Waterloo. 630 Dundee Road, Suite 2251 Northbrook 1 Illinois 1 60062 1 847-380-3240 GovHR USA GOVTEMPS USA Page 3 Private Sector The Consultant understands that the City would also like to survey private employers for salary comparison purposes. While GovHR is happy to accommodate the Client, it is our experience that there are three potential problems with this request. First, there are few "like" positions in both the public and private sectors. Second, we have found that obtaining salary data from private employers is extremely difficult to secure. Unlike public employers, a private employer's salary information is not part of the public record and they are under no obligation to share this with others. We have found that even after many attempts to get the data, we may be unsuccessful. And finally, private sector salary data may not be accurate if the respondent does not include bonuses, commissions or stock options as part of the base salary. Because of this, GovHR cannot guarantee successful results in obtaining the data. (It should also be noted that in GovHR's experience, private sector data may only be available as aggregate data and not employer or job description specific. Additionally, the data may not be current.) Our methodology for surveying private sector employers would be, with the assistance of City representatives, to select four (4) to six (6) major employers in the Waterloo area that would have some "like" positions (up to 10) for comparability purposes (e.g., clerical, human resources, accountants). We would then design and send out a separate survey for this group and make one follow-up contact to secure salary data. In addition, we would check another survey source (e.g., the Bureau of Labor Statistics) to gather regional salary data on select classifications, if desired by the City. • Employee Kickoff Meeting Shortly after the initial project meeting with the Waterloo representatives, the Consultant will meet virtually with employees to explain the scope of the project and distribute Job Analysis Questionnaire (JAQ) forms. GovHR understands that many employees have not participated in this type of process before, and we take the time to carefully explain the purpose of the project to the employees and to answer any questions they may have. If any of the employees are not available when these first meetings are held, they can view a video presentation of the meeting. Employees will then be allowed two (2) weeks to complete the questionnaire. The questionnaires will also be reviewed by each employee's supervisor and returned to GovHR within three (3) weeks of distribution. • Prepare and send out salary surveys. GovHR will design and send out the salary surveys (under City letterhead) to gather salary data for benchmark classifications in the comparable communities. To accomplish this, the Project Manager will work with City representatives to select approximately 35 benchmark classifications from the City's 73 classifications covered in the Study. These classifications will be chosen on the criteria of those that are most common in all communities and that cover all the various pay grades in Waterloo. In addition to job titles, brief position descriptions are included in the salary survey to make sure we are receiving salary data for "like" positions in the comparable communities. Note: While GovHR will prepare all the materials to be sent out for the salary surveys, we have found that sending out the survey under the client's letterhead generates a better/faster response from the survey respondents than when it is sent out under our letterhead/name. In addition, the City may be asked to make one follow-up contact to those municipalities that do not initially respond to the survey request. • Job evaluation analysis and establishment of job classification system (Consultant Team),. Upon return of the JAQs by the City, GovHR will perform the following: ➢ Read each JAQ and corresponding Job Description (up to 73), in their entirety. 630 Dundee Road, Suite 2251 Northbrook I Illinois I 60062 I 847-380-3240 GovHR USA GOVTEMPSUSA Page 4 ➢ Personally interview at least one (1) employee from each job classification to further understand the scope of their job. ➢ Apply a measurement system of job evaluation factors, using nine (9) main factors used in our job evaluation instrument in order to evaluate the internal/comparable worth of each job classification. Upon completion of the job evaluation measurements, a new Classification Plan will be developed. It is important to emphasize that the job, not the qualifications or performance of the incumbents, is being evaluated. Part of this process will include the evaluation of current job titles and the recommendation for any changes to same, assuring that the job title and related recommended pay range matches what the employee is actually doing. Note: A formal job evaluation system, such as the one utilized by GovHR, is an attempt to objectify the reasons that jobs are compensated differently. Most compensation practitioners agree that three (3) basic factors are important in determining compensation. These are: (1) skills required; (2) responsibility; and (3) working conditions. The Equal Employment Opportunity Commission recognizes these three (3) basic factors, along with seniority and performance, as valid determinants of compensation. The nine (9) factors used by GovHR are essentially subdivisions of the first three (3) factors mentioned above. In addition, it is GovHR's practice that, under Title VII of the Civil Rights Act of 1964, the Americans with Disabilities Act (ADA), and the Age Discrimination of Employment Act (ADEA), it is illegal to discriminate in any aspect of employment. GovHR will not use discriminatory practices on the basis of race, color, religion, sex, national origin, disability, or age when performing a classification analysis. Decisions and recommendations will not be based on stereotypes or assumptions about the abilities, traits, or performance of individuals of a certain sex, race, age, religion, or ethnic group, or individuals with disabilities. ➢ Based on the results of the job evaluation process outlined above, assign all classifications to skill levels. Note: Logical breaks in the continuum of points determine the skill levels used for determining the classification system. For example, skill level 1 might contain jobs that scored between 185 and 200 points, skill level 2 between 205 and 220 points, and so on. ➢ Review the results of the job evaluation exercise with City representatives and revise as necessary. II. Salary Survey Analysis. DELIVERABLE: Salary Survey Data DELIVERABLE: New Salary Schedules The following steps will be included in this component of the Study: • Tabulate, summarize, and analyze comparative compensation information obtained through the surveys. Our pay tabulations compare the City's salaries for the surveyed positions, with the average minimum and the average maximum of the survey data for each surveyed class, when possible. Data is displayed for each jurisdiction in each class and summarized in an overall table. This data is analyzed to determine the percentage difference between the City's present pay for each class and the survey data. • The Consultants will work with the City at the initial meeting to determine the City's policy with respect to compensation (i.e., 50th percentile; 75th percentile, etc.). Once this is determined, the Consultants will use the salary survey data to develop and recommend new salary schedules for the City's 73 classifications. This process will include a recommendation regarding how employees are inserted into the new plan and how they move through the proposed pay plan (either via a merit system or defined merit increment plan), with recommendations for a specific performance -oriented 630 Dundee Road, Suite 2251 Northbrook 1 Illinois 1 60062 1 847-380-3240 GovHR USA GOVTEMPS USA Page 5 program with respect to salary advancement through the new salary ranges. The salary schedules will outline what the specific percentages are between ranges and grades. Note: GovHR always recommends that there be a merit component associated with the granting of wage adjustments and a recommendation for this will be included in the City's report. III. Progress Reports GovHR prides itself on our attention to and communication with our clients as the project proceeds. As such, GovHR will strive to maintain regular contact with the City's representative and to be available to address the Client's questions, concerns and needs. GovHR will make regular progress reports to the City as requested, particularly at critical points in the Study. Additionally, the Project Manager will meet with the City representative, and, if requested, other key City staff such as department heads, to review the results of the job evaluation exercise and the proposed new salary schedules. IV. Draft and Final Report Preparation DELIVERABLE: Draft and Final Report A draft report will be prepared by the Consultants and sent electronically to the City that includes: ➢ an Executive Summary highlighting the overall scope of the Study and the general observations, outcomes and recommendations contained within the Report; ➢ a summary of all aspects of the Study, including recommendations, methods and guidelines for achieving the overall aspects of the Study as well as recommendations for annual maintenance and review of the new plans; ➢ pay range options that are consistent with the City's pay policy, outlining the pros and cons of each option; ➢ assignment of each position to an appropriate classification and pay grade based on internal equity and marketplace considerations; ➢ a maintenance plan with recommendations on keeping the plan current, equitable and up to date over the next ten years, and recommendations on review of position descriptions as vacancies arise, evaluation of new position requests, etc. and whether new policies/collective bargaining agreements will be needed or whether current policies can be used. y An implementation plan and cost estimates of implementing the Study's findings and recommendations. Note: Overtime costs will not be included, and the analysis will be estimates only, with sufficient detail to allow the City to compare various options. Once the City representatives return review comments, a final report (one hard copy and one electronic copy for reproduction) will be prepared and sent to the Town. V. Presentation of Findings The Project Manager will make a presentation of findings to City management detailing the final results of the Study. The final report will include a procedure manual and appropriate forms for Human Resources staff and/or supervisors to maintain the recommended classification and pay plan(s). 630 Dundee Road, Suite 2251 Northbrook I Illinois I 60062 I 847-380-3240 GovHR USA GOVTEMPS USA VI. Training Page 6 GovHR will train the appropriate City representatives on the use of the system so that the City can insert new positions into the plan and keep it up to date for years to come. Additionally, GovHR will provide support services at no additional cost to the City for one (1) year from the date of an executed contract. This will include any telephone communication necessary by the staff with regard to any questions concerning the report. PROPOSED PROJECT SCHEDULE GovHR is available to start this project within four to six weeks of acceptance of the proposal. A project of this size would normally take approximately 120 days. The schedule is contingent, however, upon the timely response from the comparable entities supplying the salary data, and the employees and supervisors in returning the completed JAQs. Any delays in receipt of this information are beyond the control of GovHR and will lengthen the completion of the report. The following is a detailed breakdown of the proposed work schedule: • Week 1: Meet with City Representative to discuss Study methodology and expectations. • Week 2: Prepare and distribute salary surveys to comparable entities. • Week 3: Conduct employee meetings; hand out JAQs and explain the purpose of the Study and the process. • Week 4 to 6: Return of JAQs and salary surveys. • Week 7: Reading of JAQs and job descriptions. • Week 8: Conduct employee interviews. • Week 9 to 11: Analyze data; prepare new classification and compensation plans; send draft findings to Waterloo. • Week 12: Receive return comments from the City. • Week 13: Meet with key City representatives to review preliminary findings. • Week 14: Prepare Draft Report and send to Waterloo; receive return comments. • Week 15: Prepare Final Report. • Week 16: Present Final Report to the City Council and other City personnel. Update job descriptions as needed after completion of the Study. GovHR prides itself in adhering to this time frame. Our past clients will confirm our diligence in delivering our report and other deliverables on time. 630 Dundee Road, Suite 2251 Northbrook I Illinois I 60062 I 847-380-3240 GovHR LEA GOVTEMPS USA REFERENCES City of Indianola, Iowa Classification and Compensation Study (2020) Courtney Silliman, Director of Human Resources (515) 962-5272 csilliman@indianolaiowa.gov City of Dyersville, Iowa Classification and Compensation (2021) M ick J. Michel, City Administrator 563-875-7724 mmichel@cityofdyersville.com City of Keokuk, Iowa Classification and Compensation Study (2019/2020) Cole O'Donnell, City Administrator 319-524-2050 x109 codonnell@cityofkeokuk.org City of Saint Charles, Illinois Classification and Compensation Study (2022) Jennifer McMahon, Director of Human Resources 630.377.4470 jmcmahon@stcharlesil.gov Page 7 630 Dundee Road, Suite 2251 Northbrook I Illinois I 60062 I 847-380-3240 GovHR USA GOVTEMPS USA COST PROPOSAL Page 8 We have proposed that the entire Study be conducted virtually, however, if the City requests any in -person meetings, GovHR will provide the City with an additional estimate for travel and related expenses. GovHR has conducted several virtual studies since the start of the pandemic, resulting in significant cost savings to our clients. In keeping with the above statement of our usual practices, we estimate the fee for the entire study to be $28,500 and will agree to complete the study for this fixed fee of $28,500 plus other Optional Services — see below. We have listed the cost of our professional fee for each study component below. Study Phase Breakdown Hour Cost Breakdown I. Meetings, Salary Survey, Job Analysis Study preparation and project meeting (via video/conference call) 2 hours $300 Establishing comparables Public sector Private sector 10 hours 4 hours $1,500 $600 Employee kickoff meetings (via Zoom or video presentation) 2 hours $300 Prepare and send out salary surveys Public sector Private sector 12 hours 6 hours $1,800 $900 Job evaluation analysis and establishment of job classification system Reading of JAQs/up to 73 JDs Employee interviews (via Zoom) Analyzing data and establishing classes Assigning of skill levels Review and evaluation of preliminary analysis with City representatives (via email and conference calls) 12 hours 44 hours 10 hours 6 hours 6 hours $1,800 $6,600 $1,500 $900 $900 II. Salary Survey Analysis Analyzing salary survey data Public sector Private sector 24 hours 10 hours $3,600 $1,500 Establishing new salary schedules 12 hours $1,800 III. Meetings with City representatives to Review Data and Job Classifications (via video and conference calls) 6 hours $900 IV. Draft and Final Report Preparation Writing draft report 12 hours $1,800 Final report 6 hours $900 V. Presentation of Findings 2 hours $300 VI. Training on Use of System 4 hours $600 PROJECT HOUR AND COST TOTAL 190 Hours $28,500 630 Dundee Road, Suite 2251 Northbrook 1 Illinois I 60062 I 847-380-3240 GovHR USA GOVTEMPS USA Page 9 Payment will be due as follows: 40% of the professional fees ($11,400) will be due after the initial project meeting, 40% ($11,400) after delivery of the preliminary findings approximately 10 weeks into the Study, and the balance of fees ($5,700) will be billed after the Study is completed. Invoices will be sent to the City and are payable within 30 days of receipt. NOTE: If Waterloo accepts our proposal for this project, GovHR will for one (1) year from the date of the signature of this agreement, provide support services at no additional cost. This will include any telephone communication necessary by the staff with regard to any questions concerning the report. OPTIONAL SERVICES/COST: Progress Reports — It is customary to have periodic telephone conversations throughout the Study to give progress reports. There will be no charge for these periodic telephone updates. Site Visits — If the City chooses to have the Consultants make any on -site visits, there would be additional costs for the Consultant's time and expenses. Benefits Review — If the City would like the Consultant to review its benefits with those in the comparable communities, there will be an additional charge of $3,000 for the benefits survey and analysis. Job Descriptions — Updates to existing job descriptions cost $200.00 each; new job descriptions, if needed, cost $300.00 each. The job descriptions are done after the rest of the Study is complete and are billed separately. Additional Services — any additional services not covered in this Proposal and requested by the City will be billed at the rate of $150 an hour plus expenses, including assistance with employee appeals. This quote is good for a period of three months, after which prices may increase. CONCLUDING REMARKS In closing, GovHR is a public -sector management consulting firm devoted to assisting only public -sector entities. We believe that the team assembled to conduct the proposed study for the City of Waterloo is of the highest caliber and qualifications. GovHR appreciates your consideration of this Proposal and looks forward to the opportunity to work with the City on this important project. Sincerely, Judith M. Schmittgens Corporate Secretary and Compliance Manager Attachments: Consultant Biographies 630 Dundee Road, Suite 2251 Northbrook I Illinois I 60062 I 847-380-3240 2009-2011 2007-2009 2004-2007 2000-2003 1993-2000 1992-1993 1991 1988-1990 GovHR USA GOVTEMPS USA Joellen Cademartori is the chief executive officer and co-owner of GovHR USA and has nearly 30 years of cumulative experience working in the public sector as a municipal leader, and in human resources and management consulting. Joellen's exceptional communication style has enabled her to develop and maintain strong relationships with her peers, elected and appointed officials, and related local government partners. The public sector human resources and management projects Joellen has worked on have earned her respect in local governments across the country. Due to her commitment and dedication to local government, she is known an industry leader in executive recruiting, interim staffing, in addition to human resources and management consulting work. Throughout her career, Joellen has been privileged to serve on numerous local, state and national committees. A personal and professional highlight for her was being on the International City/County Management Association (ICMA) Executive Board as a representative from the Northeast Region. Joellen regularly speaks in front of groups, and writes about a variety of local government topics, which include organizational analysis, generational diversity, succession planning, performance management, resume development and interviewing skills and techniques. She is dedicated to developing the next generation of managers and remains passionate about excellence in local government. PROFESSIONAL EDUCATION • Master of Public Administration, Northeastern University, Boston, MA • Bachelor of Economics, Worcester State College, MA • Senior Executive institute, Leading, Education & Developing (LEAD) Program, University of Virginia, Weldon Cooper Center for Public Service PROFESSIONAL DEVELOPMENT AND SPEAKING ENGAGEMENTS • Executive Recruiter Panel — Investing in the Next Generation of Leaders, NFBPA — Emerge 2020 • Re -Evaluating Your Employee Evaluation, MMA 2020 • Succession Planning for the Public Sector Webinar, NPELRA 2020 • What Does it Take — Landing Leadership Positions, ICMA 2019 • Achieving Your Leadership Potential Thinking Strategically About the Next Steps in Your Career, NFBPA 2019 • Succession Planning tips to Achieve Unity Through Diversity, MMA 2019 • Putting Your Best Foot Forward — Interview Skills for Women, including Posture, Presence and Bias, WCMA Women's Leadership Seminar 2018 • Tips for a Successful Recruitment Process — MMA 2018 • Hire Hard, Manage Easy —Tips for Getting the Best Employees, IPELRA 2018 • Achieving Your Leadership Potential: Thinking Strategically About the Next Steps in Your Career, LGHN 2018 Click here to view full biography at GovHRusa.com MEMBERSHIPS AND AFFILIATIONS • International City and County Management Association (ICMA), Member • ICMA — Task Force on Deputy/Assistant Managers 2017-2018, Current Member • Illinois City and County Management Association (ILCMA), Current Member • ICMA - Task Force on Women in the Profession 2012 — 2014, Member • ICMA- Conference Planning Committee 2010 — 2011, Chair PROFESSIONAL BACKGROUND 24 Years of Local Government Leadership and Management • Evanston, IL Director of Administrative Services Director of Human Resources • Catawba County, NC Assistant County Manager • Barnstable, MA Assistant Town Manager • Yarmouth, MA Assistant Town Administrator • Northborough, MA Assistant Town Administrator Acting Town Administrator Administrative Asst. to the Town Admin • Holden, MA Intern 1987 MEMBERSHIPS AND AFFILIATIONS • International City and County Management Association • Illinois City/County Management Association • Illinois Public Employer Labor Relations Association • The Legacy Project • Princeton Rotary Club PROFESSIONAL BACKGROUND • City Manager, Princeton, IL • Management Analyst, Village of Schaumburg, IL • Management Analyst/HR Manager, Village of Montgomery, IL 2015 - 2019 2012 - 2015 2009 - 2012 1 GovHR USA GOVTEMPS USA Rachel Skaggs is a Senior Vice President with GovHR USA and has over 10 years of experience in local government management. She has managed substantial capital and general budgets, developed utility policies, improved economic development initiatives, and handled multiple human resources functions. Rachel Skaggs has over 10 years of experience in local government management in Illinois, including the Village of Montgomery, Village of Schaumburg and the City of Princeton. She has managed substantial capital and general budgets, developed utility policies, improved economic development initiatives, and handled all human resources tasks. Rachel is a native of Walnut, Illinois and a graduate of Bureau Valley High School. She possesses a Master's Degree in Public Administration from Northern Illinois University in DeKalb, Illinois. Rachel served as the City Manager for Princeton from 2015 — 2019. Princeton is an active City located two hours west of Chicago on Interstate 80. Princeton is unique in that it provides all their own city services including electric, water, sewer, garbage, cemeteries, and a city -owned hospital (one of two left in the State of Illinois). For a town of 7,800 people the City has a budget of over $25 million. The community is known for its significant historic buildings, with two downtown districts placed on the National Register of Historic Places. During Rachel's tenure for the City of Princeton she completed numerous projects, including creating utility policies, developing operating and capital budgets, streamlining human resource operations, consolidating utility billing, refinancing debt and successfully negotiating multiple union contracts. Prior to her time with the City of Princeton, Rachel served as the management analyst for the Village of Schaumburg and for the Village of Montgomery. During her time as management analyst she was responsible for human resources tasks, capital improvement planning, budgets, special events, and community outreach. Rachel is passionate about community engagement, diversity inclusion and volunteerism. Rachel has co-authored two articles that focus on women in government and the history behind the low number of women in executive level positions in local government. Throughout her tenure as a City Manager, Rachel developed committees and commissions to help lead the City forward and to increase community engagement and volunteerism. Rachel believes that cities and towns all over can succeed with community interaction, citizen involvement, diversity inclusion and trust. PROFESSIONAL EDUCATION • Master of Public Administration, Northern Illinois University • Bachelor of Arts - English and Political Science, Northern Illinois University PROFESSIONAL DEVELOPMENT AND SPEAKING ENGAGEMENTS • Presentation on Females in Local Government, ICMA Conference, Phoenix, Arizona (2012) The Legacy Project ILCMA • Public Management Magazine article "Women Leading Government" co-authored with Heidi Voorhees • Public Voices XIII No. 2. article "Advancing Women in Local Government: The Case in Illinois" co-authored with Dr. Kimberly Nelson 1 GovHR USA GOVTEMPS USA Joan Waiko is a Senior Vice President with GovHR USA focusing on recruitment and human resources consulting. She most recently served as Director of Interim Services and Consulting with Strategic Government Resources. Prior to SGR, Joan was the Senior Human Resources Business Partner for the City of Largo, FL. She also has experience in human resources with school systems, utilities, and in the private sector. Joan is based in Safety Harbor, Florida. Joan has broad experience in administration, operational, and financial aspects of municipal government and all disciplines of human resources including talent acquisition and retention, executive recruitment, on -boarding, ERP (implementation, setup and maintenance), employee relations, compensation and classification, performance management/improvement, risk management, coaching, and benefits and wellness programs. Joan holds a bachelor of science in Mass Communications and a master's degree in Human Resources Development. A lifelong learner, she has advanced certifications from both HRCI (SPHR) and SHRM (SHRM-SCP) and obtained her 620 Adjuster — All Lines License. She recently completed a Diversity, Equity, and Inclusion in the Workplace Certificate from USF Muma College of Business. PROFESSIONAL EDUCATION • Master of Science in Human Resources Development, Towson University • Bachelor of Science in Mass Communication/Media, Townson University TRAINING AND INSTRUCTION • SPHR, Senior Professional Human Resources (HRCI) • SHRM-SCP, Senior Certified Professional (SHRM) • 620 Adjuster —All Lines License MEMBERSHIPS AND AFFILIATIONS • Suncoast Human Resources —Member • Director, College Relations • Howard County Human Resource Association Member • Safety Harbor Citizen's Academy • Largo Citizen's Academy • First Evangelical Lutheran Church— HR Committee Member • St. Johns Lane Community Association- Special Events Member • Baltimore Buzz Brigade -Social Media Volunteer • Certified Tourism Ambassador m (CTA) Program PROFESSIONAL BACKGROUND • Senior HR Business Partner, City of Largo, FL 2014 - 2021 • Compensation & Staffing Generalist, Howard County Public School System 2005 - 2014 • Sr. Compensation & Benefits Consultant, Digex Inc. 2001-2002 • Principal, Harbor Consulting Partners 1995- 2001 • Manager, Compensation , University of Maryland 1992-1995 • Compensation Specialist, John Hopkins Health System 1990- 1992 GovHR USA GOVTEMPS USA aty brings over 25 years of experience in multiple public sector settings, focusing on human resources and administrative management. Katy's human resources areas of concentration have included organizational development, compensation, recruitment and retention and training and staff development. The cornerstone of Katy's career is with DuPage County Government and the DuPage County Health Department. At those organizations, she coordinated and participated in several agency -wide compensation studies utilizing and applying the Korn -Ferry (formally Hay Group) methodology. While working in public health, as Director of Organizational Development, Katy was directly responsible for the areas of quality improvement, compliance, and accreditation. In addition, she led agency wide initiatives focused on integrating services and improving client access to care. Some of these initiatives included: redesigning client intake processes, supporting the implementation of an electronic medical record and ensuring compliance with ACA requirements. Most recently, she worked with Elgin Community College and the Forest Preserve District of Kane County. Both of these opportunities highlight Katy's ability to engage and contribute to organizational effectiveness in a variety of public sector settings. Her broad depth of knowledge, professionalism, and approachable style have enabled her to build relationships at all levels within each organization and provide relevant, practical and valuable human resources support. Katy's philosophy on human resources and organizational development has always been that of a "business partner", she truly enjoys working on solutions that help to support the operational needs of the organization. PROFESSIONAL EDUCATION • Bachelor of Arts degree in Urban Studies from Elmhurst College • Certificate in Marketing Analytics from Udacity MEMBERSHIPS AND AFFILIATIONS • Society for Human Resources (SHRM) • Illinois Park and Recreation Association (IPRA) PROFESSIONAL TRAINING • SHRM-CP certified through the Society for Human Resources • Certified Time Management Trainer • Advanced Project Management PROFESSIONAL BACKGROUND Over 29 Years of Local Government Experience • Forest Preserve District of Kane County, Geneva, IL Director of Human Resources • Elgin Community College, Elgin, IL Director of Compensation and Talent Acquisition • DuPage County Health Department, Wheaton, IL Director of Organizational Development Human Resources Manager • DuPage County Government Interim Director of Human Resources Human Resources Manager Human Resources Supervisor Human Resources Generalist and Recruitment Specialist ALICE BIESZCZAT GovHR USA GOVTEMPS USA Alice Bieszczat is a Human Resources Specialist with GovHR USA, and brings over 20 years of experience spanning the private, non-profit and public sectors to the organization. Ms. Bieszczat has provided human resources consulting services for both Voorhees Associates and the PAR Group, as well as non-profit consulting services for clients including the Ann & Robert H. Lurie Children's Hospital of Chicago, the North Shore Senior Center, Aurora Healthcare and the Archdiocese of Milwaukee. Her most recent consulting assignments for GovHR USA have included Classification and Compensation Studies in Wisconsin, Indiana, Iowa, Illinois, Massachusetts and Michigan. Ms. Bieszczat also worked for the Chaddick Institute of Metropolitan Development at DePaul University. During her tenure there she helped implement programs advancing the field of urban planning and design review for municipalities in metropolitan Chicago. Her research on transportation innovations was published in the Transportation Research Journal and featured in national media such as the New York Times, Atlantic Cities and Planning Magazine. She has lectured on transportation innovations in conference, seminar and university settings. At Lurie Children's Hospital of Chicago, Ms. Bieszczat led the Foundation Gifts team in securing leadership gifts to support its community -based outreach programs and the construction of its new facility in downtown Chicago. Ms. Bieszczat began her career in telephony. As a Radio Frequency Engineer for Sprint Cellular and Alltel, she partnered with local maintenance technician teams to plan, design, implement and optimize cellular phone networks nationwide. PROFESSIONAL EDUCATION • Master's in Public Service Management, DePaul University, IL • Bachelor of Science in Mathematics, DePaul University, IL PROFESSIONAL DEVELOPMENT AND SPEAKING ENGAGEMENTS • Published research on transportation innovations in Transportation Research Journal and Transport Policy • Lecturer on Transportation Innovations PROFESSIONAL CONSULTING • Aurora Healthcare and the Archdiocese of Milwaukee • Ann & Robert H. Lurie Children's Hospital of Chicago • North Shore Senior Center • Logan Square Neighborhood Association PROFESSIONAL BACKGROUND More Than 20 Years of Experience in Private, Non -Profit and Public Sectors • GovH R USA/Voorhees Associates 2008; 2012 — Present • Chaddick Institute of Metropolitan Development at DePaul University, IL 2009 — 2012 • Lurie Children's Hospital of Chicago 2005 — 2008 • American Diabetes Association 2004 — 2005 • Accelerated Fundraising Solutions 2000 — 2003 • Sprint Cellular/Alltel 1996-2000 • Illinois Search and Staffing Association, Member • SHRM, Member • Former, IAMMA Member • Former, ILCMA Member PROFESSIONAL BACKGROUND 24 Years of Local Government Leadership and Management • Public Admin and Technology Consultant, Founder CitySquare Solutions, 2011-2016 • Education Manager, American Academy of Disability Evaluating Physicians 2008-2010 • Development Associate, Family Alliance, Inc, Senior Services Center, 2007-2008 • Management Assistant, Village of Huntley, IL 2006-2007 • Graduate Finance Intern, City of Aurora, IL 2004-2005 • Manager's Office Intern, City of Evanston, IL 2003-2004 • Manager's Office Intern, City of Springfield, OH 2000-2003 1 GovHR USA GOVTEMPS USA Mysi Hall, MPA, PHR is the Communications and Human Resources Manager of GovHR USA. She joined in 2013 and has served a key role in internal human resources policies and procedures, benefits administration, risk management, payroll processing, interim staff placement and on -boarding, development of social media outreach, utilization of web -based tools, website maintenance, administrative assistance, event management, research and reporting. Through her government and non-profit administration career, Mysi has acquired varied experience in coordination of public efforts, public policy, marketing, grant writing, fundraising, event planning, research, program evaluation and community development. She has extensive technical skills and knowledge in web based programs, database administration, html, desktop publishing, and reporting. Mysi received her Bachelor's in Psychology with double minors in Urban Studies and Management from Wittenberg University (2003) and Master's in Public Administration (2005) from Northern Illinois University. As a graduate student, she served as an Administrative Intern for the Evanston City Management Office and as the Finance Graduate Intern for the City of Aurora, Illinois. Mysi is currently studying the Juris Doctorate program at Chicago -Kent Law School with a concentration in Employment and Labor Law. After graduating from NIU, Mysi accepted a position with the Village of Huntley as a Management Assistant, where she worked in Public Information, Planning and Transportation, Project Management, and Special Events. After leaving the Village of Huntley in early 2007, Mysi served as a Development Associate for Family Alliance, Inc., a non-profit day center for seniors. From 2008-2011, Mysi served as the Continuing Medical Education Manager for the AADEP, a non-profit professional association for disability evaluating physicians. In 2011, Mysi co-founded CitySquare Solutions, a public administration and technology consulting services firm. Additionally, Mysi achieved Professional Human Resources (PHR) Certification in April 2017. Mysi is currently President for the Legacy Project, an organization dedicated to the advancement of women in local government. PROFESSIONAL EDUCATION • Master's degree in Public Administration, Northern Illinois University, IL • Bachelor of Arts degree in Psychology with double minor in Urban Studies and Management, Wittenberg University, OH • Professional Human Resources (PHR) Certification PROFESSIONAL DEVELOPMENT AND SPEAKING ENGAGEMENTS • Succession Planning, Panelist— IAMMA, 2017 • Recruiting in the Digital Age, HR Association of Oakbrook, 2017 • Girl Power: Empowering Women in Leadership, Panelist - IAPD, 2019 MEMBERSHIPS AND AFFILIATIONS • Legacy Project, Board Member (2018-Present) • Legacy Project, Communications Committee Chair (2015-2020) • Legacy Project, Professional Development Committee Chair (2021-Present) Click here to view full biography at GovHRusa.com