Good morning everyone. I'll call the committee of the whole work session supporting community through quality public service to order this uh day on Tuesday, January 20th at um 10:45. Uh good morning everyone. I have um our
administrator um Treble online so she's joining us. Good morning administrator. >> Good morning. Thanks for joining us. So um on our um agenda here we have the minutes from our
previous work session on November 18th. We also have minutes from the standing committees. Uh and this is information only. So we would look at what happened at the uh airport advisory commission, the budget and facilities advisory
committee and um the highway advisory committee. And these are all from November and December. So our agenda today is um a goodformational and quality training that we're having
from um the um HR and Ellison will provide information. We've already had a couple handouts. So welcome. Thank you for coming and bringing us up to date. >> Thank you for having me. All right. Well, I know I'm the only one on the
agenda today, but I will still try to keep it shorter and brief. Um I can go down a big tunnel with this stuff um if possible. So, um, what I'd like to do today, uh, is provide you kind of a high-level overview of what myself at
the HR department is doing with, uh, review of our county policies because that has been a topic of discussion for several years, even prior to me stepping into this role. Um and then after that I want to touch base on um kind of a
training plan, a training focus that we're also putting together um as well. And that is part of our strategic plan. We've identified training as a as a gap and something that we're offering and not offering, I should say. Um so there's some work that's being done behind the scenes for that as well. But
first, let's dive into policies. So, I handed out uh the first handout, the kind of more colorful one, um that I handed out to you, um is a list of our current county policies, or at least the
ones that I could identify and find that we have. Um and then there's some other information on here. So, let me talk to you about kind of how this list was derived and how it was created. So, um, when I started the job, um, the HR
director role and even prior, um, to my other roles within the county, um, there's always been kind of a a discussion point about a review of our county policies that many of our county policies have not been reviewed in quite
a while. A lot of our policies are very vague, don't encompass things that have maybe shifted or become practice in our organization, um or even policies that don't exist. And how do we enforce something um that's important to the organization
that maybe sets uh employee behavior expectations, for example, but is not actually written down. Um so through the years uh the fact that we are behind on these policies in those respects has become a bit of an issue and again
problemsome. So one of the big tasks um when I came into this role is well how how do we tackle policies? um we need to really have a strong foundation, a base foundation of what our policies, procedures, our expectations are with
how our organization functions, how our employees function. Um and then that will have a cascading effect of, you know, staff that know the expectations. We can have a really strong culture. Um there's a cascading effect, but you have to have those base foundations first.
Um, and so to do that was like how do we tackle the policy piece first? And then that was a strong viewpoint with Kristen coming in as administrator too and then also identified in the strate strategic plan that we did with former administrator Yorkie was that we really
need to tackle it is time we need to update these policies. Um, so what I did is I took apart the current Cook County employee handbook or I should say former employee handbook because there's been changes there which I can reference here later. So I just pulled this from my
onboarding uh binder. So this is what employees have typically seen is our employee handbook. Now, every section of this handbook um so starting with our introduction, our equal employment opportunity policy,
at will employment, the types of appointments, each of those sections are technically our policies, right? They're just not separated into their own document. It's just one run longunning document. So, most of our policies, our personnel related policies are incorporated into the former employee
handbook. And then there's other ones that are more comprehensive that are separate documents. So we have a more comprehensive like FMLA policy, our travel policy, um remote work. So those all also are policies in addition to these ones. So
what I did to start with is we had to know well what policies do we have? Um potentially you know when were they last reviewed but even the date's not important if we're going to go through all of them. um you know who does it impact which which department or which
individual is the so-called owner of the policy just because it says policy doesn't mean it's HR right I don't do MIS policies that's Rowan's department um so there was some information to kind of compile and inventory the policies that we have to know where we actually
need to start in addition to inventorying the policies that we currently have that I'm able to find at least that impact the entire organization So again, things that uh require staff to follow something or set expectations, those are things that I'm
hoping to inventory and have on this list. So in addition to that, I wanted to use resources that are available to us um to identify policies if we don't have them, what are policies that we should look at having as well we should
be adding. Um, so on this list, the very top of the list, and my list looks a little different than the one you have, and I'll explain why. So the beginning of the list, and I think I counted there's like almost 60 policies broken out of here, and then individual policies that were um separate from the
handbook. So I've inventoried those, and then at the very end um there is a separate column. It's kind of separated. Um there's a little separation in that first column. And then it's policies or looking to add. So these were examples
of policies that maybe um have been identified in the organization that we don't have that we'd like to have or maybe uh other resources and I can mention the resources that I've been using with um me moving with me moving into the HR director role. I have access
to HR specific training with it's a compilation of collaboration with DDA uh human resources. So we have used DDA for their services in the past for various things. Uh DDA collaborates with AMC to
provide basically like HR director 101 kind of training like they do for administrators and commissioners and that allows me access to policies, policy templates, performance evaluation models, things like that. Um, so I use
that resource. And then, uh, the state MMB website is really good as well. Um, the state has a very comprehensive list of policies and they're laid out very well. And so between those two resources, I've been able to compare what our policies are, what what we have
for policies, not necessarily the content of the policies, but basically like the titles of our policies comparing to these other resource to really get a a strong overview, a comprehensive view of um sorry, my computer hangs here. It's going to sleep
uh the policies that we have versus where are our gaps. And so this is the list that I've handed out to you of those policies that we have that we want to review and the ones that we are looking to add. That's the first column. So then I said after I inventoried the policies, it's kind of collecting more
information. Um you know again date doesn't necessarily matter because we're going to review all of them. But I did initially if the dates were known of when the policy was last approved or revised I included that. You don't see that. It's on my There's some information I've retained on my spreadsheet that I've hidden on yours.
Um, but some of these policies, I mean, they haven't been reviewed in decades. Um, so it's it's time. Um, I sure know I've changed over a couple of decades. So, your policies have too. Um, so then what I have provided to you,
so outside of me cataloging and in inventorying the policies is the colorful columns that you have on your sheets is um, again, this is a really kind of draft base spreadsheet that I'm hoping to as I have time that I can get
back to and really kind of enhance it and add more information, more context as we work through the policy reviews. Um, but there's a column, most of it is like a salmony pink color. Um, so this is the status of the policies as we start to dive into them. Most of them
are the salmony, the salmon pink because that's the color I've associated with not started. Um, there's also status for inre um in review in draft. So, uh, in draft would be the next step up like we started to look at it. I've started to
make revisions. In review means I have a draft and I've started to share it with the committees and the individuals involved in the review process. And then some of them are actually now marked approved like we've actually finished the review process um and it's gone to
the board and it's been approved. So I wanted to start indicating where we're at in the status of those policies as we start to go through the list and review them. And then another important thing is well how do we distinguish which policies are so-called more important than the others or the priority level I should
say in the order that we review them. I mean I think we could say everything is high priority but I can't possibly review 60 policies all at once. So um how we've determined priority at this point is kind of situationally based as
to what has come up um in my work. Most of the stuff that I do on a day-to-day basis is not stuff that I planned to work on. It is literally the stuff that just comes up very unexpectedly. And I think a lot of that, at least recently, has really driven the policies that have
um has identified the policies that have really kind of floated up to the top um to to be addressed. So, I've indicated priority as low, medium, or high. Again, the ones that are high are either ones that have been identified for a while and we've been working on and we just
need to finish the review process and get them approved. Um, like we just did the bereavement policy last week. That is one that was kind of in this pending review status even before I moved into this position. And it's like people are asking about it. We need to just be done with it. It's in a good spot. Let's get it done. Um, and then other ones again
are kind of again situationally driven based on what's occurring in the um organization. Um so like um um perhaps discipline because there's some um indications that that may not be
overly uh comprehensive and have the context that we're looking for uh maybe the grievance process. Uh we're working right now on earn sick and safe time and FMLA and the personnel committee because those also pair with Minnesota paid leave. So it's important that drove the
priority for those ones because they're driven by other policies that have been needed like the state and federal mandate changes. Um we've got uh remote work uh teleworking is a huge one too that has been identified as one that
needs to be clarified and updated. Um, one right now too that is kind of driven to the top based on uh situations of the workplace uh is like workplace violence um code of conduct things like that. So there are a few on this list
that as of right now have have risen to the top to be high priority and whether I've started drafting or revising them those are indicated then by the status or if they've not started but they will eventually be started. So that is the
framework. Again, it's still a work in progress because there's a lot involved with our policies, collecting them, identifying them, using the resources to update them. What do we want to see as an organization? And then along with
just kind of the process that we have to go through um in in the whole the whole cycle of reviewing and bringing these to you for approval. um which I just want to mention as well is um what we tend to
do is with the policies that have ident be have excuse me have been identified as uh high priority. So those are the ones that we really want to start off and hit right now. Um I will work with Kristen or um I will like look at our
resources and update provide a draft of the revised policy and then we tend to bring them to the personnel committee. So this afternoon we have our personnel committee meeting and there's going to be a couple on there. We've got outofclass appointments which is a high priority one. We've identified that
based on situations occurring in the workplace. We're going to talk about workplace violence. So that is a big first step for our policy review for for revisions and updates. And then depending on the policy too, we want to make sure that we have feedback and
input from Matt. Um so the department heads um and then also it's important that we involve and communicate and collaborate with our union stewards as well. Um because depending on the policy and the expectations or potential
compensation or benefits that are provided by it, we have to involve them as well because those things are also covered by the collective bargaining agreement. So there's kind of a lot uh a lot in process, a lot that goes into this kind of circle of life with our
with our policy reviews. Um but this is going to provide again the framework to really tackle all of our policies and then at some point we'll get to to um to a place where then we can determine kind of an ongoing review schedule. But we
can't do that until we've had a chance to look at all of the policies. My goal based on what I've been able to accomplish thus far um averages maybe around two policies a month that I can get drafts and then they start going
into kind of that committee um Matt team LMC review process and then it's a little longer because they also have to go to the county attorney for review and make sure that we have the legalities covered um and those policies before they ultimately come to you.
You have 60 policies. >> I think that's what I counted. >> 60 policies. Is that >> That's what I counted. Well, I mean, that's a really rough figure. So, based on the Excel spreadsheet that I passed out to you, um, there are Yep. There's right around 60 policies that I've been
able to inventory and identify, plus looking to add policies. So, policies that we don't currently have and that we should be looking at adding. There's probably another couple dozen. >> So at two a month, this is job security for the next two and a half years.
>> Well, I think I have job security no matter what because of all the other situations. >> This process will take two and a half years. But >> this is not going to be a quick process. >> So what's the um
suggested or um what would be a good time to review a policy? every two years, every 3 years, every 5 years. >> I would say just from my experience um in the past that first we need to get
through all our policies and then establishing a number of years, maybe it's three years, five years so that we don't get behind. >> And that was my question. So we'll you'll have you'll have like maybe let's be real 3 months and then we start
reviewing policies which should be a quicker >> Yep. process than >> because they'll be more updated and maybe other policies will be driven with changes at the state level like we didn't anticipate you know necessarily FMLA ESST paid time our county paytime
off which we changed but that was all driven because of paid family medical leave so there could be some of that >> um and maybe Kristen will add in here too so when her and I were talking about the policy review process because it is it's going to be daunting it's going to take a while um this is not the only
work that I have, right? So, it's fitting it in with every other thing. Um, but I think she talked to a similar county and Kristen, I might have you do this, but it took them uh about eight years to actually get through all of their policies. So, yeah, it's not a
quick process, especially if we want to be thorough and very thoughtful what goes into the policy. >> Why strive for mediocrity? Do it right. So, yep. And if if I can jump in quickly and just add to that, I Allison is correct that in the conversation I had with another county administrator that
went through a similar process, it took approximately 8 years to review all of their policies. And so, um, I'm hoping that we can accomplish this in a shorter time frame than that. However, it is going to take us some time and we want to make sure that we're giving each policy um you know the attention that
they require to ensure that it has all the information necessary before we move forward. Um the other piece I wanted to mention is regarding the the review cycle. Um once we are done with all of the policies and as we go through them um like Allison has talked about she's
she's looking at all of them from a high, medium and low priority in terms of how we immediately address them. But we need to do the same thing regarding the future review. So some policies we may need to review on an annual basis um and have employees actually sign off and
review and um provide um confirmation that they have reviewed it and agree to the contents of the policy and some policies like Commissioner Sullivan said you know we might be able to review every 3 to 5 years. So, we anticipate doing that work as a portion of this
review process, determining what cycle each one of the policies should be on. >> Thank you, Madam Chair. Um there are policies that um as you referenced, you know, family medical leave, whatever that annually and you'll
get postings that'll come out. it can be workplace whatever things that are driven by the state or the federal. So it's a regulatory thing and so policies need to be updated according to whatever is happening from the you know regulatory
uh entity. >> Um so that that's something that that drives priority simply to be in compliance because of change. The other thing I would say u what you've done in looking at things if you look at what's
u part of policy manuals elsewhere you can look at and see how we compare and then you add those things in there so that we're trying to be as broad base as we can relative to policy. Um and uh our attorney can speak to
this, but I think that uh anything that is not drafted in policy that has been practiced is assumed to be policy. >> And so it's important that we have our policies that have been reviewed by the entities that we think are important to
contribute to that. Um, I would say from the standpoint of drafting that if you look at templates that are out there that exists that those templates can be taken and I would encourage that the templates would be current based upon u
interpretation and challenging the rule of law so that if you know that a policy has been in place ever been challenged and whatever precedent has been said stated based upon interpretation that we would know that would be a good template at least to start from because it's been
tried. It's true. >> Um and so part of facilitating moving forward, we don't have to start from scratch. We can take a template that we think is good and then with the MAP team and going through the different people
with input refine those policies. As to priority, it sounds like lived experience is defining the priorities. So it's not subjective relative to I'll set a priority and I just know what my experience is and therefore my
priorities are based upon what that is. The other thing would be to the issue whatever state and federal is doing that bumps that into a priority. >> Yep. But I but I think not to simplify it but I think to have some framework in which we move forward that helps us to
be able to accomplish this in a timely basis that looking at at templates and then starting at that point would be >> and I do do that. Yes, absolutely. Um I why recreate the wheel if it's already
out there, right? And so those resources that I mentioned, um, the DDA AMC collaboration, um, that has the HR resources and then the Minnesota MMB website, those are kind of my two go-to sites that provide
base templates. And then outside of that too, um I can access other county policies and then as an HR director group uh through our Macra uh state association I have access to um they use
base camp and so there's a lot of shared files on that. So I do utilize that and that definitely helps speed up the process um because there's a lot more already in these policy templates that I can access that I would
know or remember to include. And so that does very much help. And then I and then I think about with my years here at the county, I know there's a ton that's it's practice, not written in policy. And so I have come from that perspective, too,
as as I'm reviewing policy is like, well, what do we do that's not written down? Um, and so I've tried to incorporate those things into the policies that that I have reviewed thus far. Um, and paid I'll just say paid time off is one example that we have a
cap of 520 hours in an employese's paid leave bank. That that is the max. People can exceed that during the year, but at year end you lose anything over that that's over 520. 520 is the max that rolls over into January 1st. That's not
stated in policy. That's just practice. It may be written elsewhere, but it's not written in policy. for a length of service. So based on your consecutive years of service, you increase uh 5 10
15 years, you get an increase in your paid leave acral, your paid time off acrruel. >> It's not written anywhere that it's consecutive years of service. So sorry, Jean to use you. Um, but we have employees like um like county attorney
Peterson that have worked for the organization and maybe left and then came back, but that's a break in service. So, basically their years of service restart with their newer employment. It doesn't we don't add their previous years to the current years. So, it's those practices that
were really hard to define and explain to staff when it's not written down anywhere. So I'm trying to incorporate again those practices now into into the policies going forward. So it's clear >> the process for review
um when you look at a template if that template has is something that has been tested because I'm assuming when it when it goes you know to you as an attorney you're looking to make sure are the words we're using and everything else uh
something that that'll stand up and support you know what the intent is and so if we have something that we've sort of applied that scrutiny because it is current and it it seemed to be more oppressive and upheld. It'll make your job easier than having to start, you
know, from scratch necessarily. >> Attorneys love templates. I mean, I think very few of us have original thoughts these days. Um but the danger in using them and I think what is tedious and timeconuming is making sure because we have so many policies already
and because they are peacemeal and and kind of there's overlap between some of the policies there's holes in some of the policies um as Allison stated and so when we do have a template which is a great starting point we have to make sure that it is consistent with the
policies that are already in place um and that is to me to me that's the time consuming part and then also making sure that it's um something that will be enforceable. >> Yeah, >> I was looking at the continuum here. So approved is done
>> and the next step which is first the draft or the review? >> So it would be not started in draft in review approved. >> Okay. >> Yeah. >> Mr. >> Yes. One thing I wanted to and sorry if
I missed it but just wanted to um mention was our our policies in practice defined in our uh bargaining union agreements. Um so for example the um
>> PTO uh cap >> that is specifically written into bargaining agreements but not in the our county policy >> manual. So, >> I don't know where it's most appropriate. Um, but just there are I
mean there have been in the past uh discrepancies between >> uh what the bargain agreement the contract has and the handbook and so just you know making sure >> very aware of the discrepancies. Yes.
And that is something um that myself and Kristen >> going into the because their contracts end at the end of this year. So with the intentions of of going into bargaining um either what spring, summer at some
point this year, that will be one of the things that we'd like to tackle. Historically HR has not been involved. Um, I know previously James did not include me in the uh bargaining process and I
think there's a little bit of a downside to that because there are a lot of discrepancies and when something is proposed to have HR knowledge there to say well that won't work. Um, it's important and it's important that HR is
there to know will it work with the systems that we have? um will it work with the other policies that we have? If we do that, what else will it impact? Um so that's something that is on our mind as we prepare to go into this bargaining session. >> Yeah. Oh, sorry.
>> Um I was just going to say that was very intentional keeping HR out of it because we want HR to be the neutral trusted, >> you know, place to go. >> Y >> um but everything is his. Yeah, >> I I agree with we need the expertise and
so the intention is to have you know the teams meet together and then the team go back to the broader team and and ask you know whether it's you know the sheriff sheriff's office with that contract or just >> you know personnel issues go to HR you
know so >> the at least the intention then was was to to do it that way and I don't know what best practice is but >> certainly Most other counties involve HR because that's an important part again
of having the entire context of the organization and how those different bargain bargained pieces will impact other say other policies other practices or again even the capabilities of our systems. We have to to keep that in mind
as well. So that is something that that Kristen and it sounds like Kristen was going to speak up here that as I have asked my counterparts and Kristen has reached out to other county administrators is that it's very rare for HR to not be involved. >> Yeah. Yeah. >> Just at the table or
>> correct? >> Yep. >> Yeah. That that's correct. If I can jump in real quickly and just add that in my past experience um bargaining, I always had HR at the table. And so this was new to me coming to Cook County not having
our HR director involved in the process. And so I did reach out to several county administrators to to seek their advice and input as well as AMC. And it it appears that the best practice is to have HR as part of that process. And to
your point about them being kind of a neutral um trusted party um for staff as we move forward um I I think that still can happen. I think the negotiations is just you know specific to the contract.
Um and and if if employees have concerns about um the workspace um their supervisor, the environment, anything like that, they still can raise those issues with HR, which is very separate from um negotiations. So my hope is that
we can still continue to accomplish both. >> Yeah. Thank you, Mr. G. >> Thank you, Madam Chair. I I I would use it correct or incorrect. I would use a comparison in when we have our board
meetings that our county attorney is there. Our county attorney is there to inform from the legal perspective. And so it HR being there to inform from the legal perspective but not as a voting
influencing other than informing position I I think would be what would best practices would identify and there's multiple components in the bargaining that u determine outcomes and one of them is going to be from the
human resource the other is going to be from the legal I know that going into bargaining agreements with unions. Uh we had three objectives and our three objectives one is to cultivate a culture of trust, build trust with employees.
The other was um to try to create uniform as much as we can given the diversity that exists within departments, unions create uniform so that one bargaining group was how come they and we don't pay anything. Yep. and and then and the
third was fiscal responsibility on behalf of taxpayers. And so I I would say that um that covering all those bases from a legal standpoint from understanding uniform and application and policy and making sure that we're
consistent in what we say in contracts as well as in policy is it's good to have those eyes that are specific on those areas. But it it is not it is not from an influential position. It is from an informative position. Anything
else you wanted to add on information? Any other questions? >> No, like I mean I don't think I have any other information to provide at this time except this is a work in in progress and um I'll just keep revamping it especially if there's other policies that we identify. I mean, some of these
policies are are not going to be owned by HR again um because they're um data practices like maybe that will be an attorney policy or there's um uh like acceptable use for our internet and email. So, that's an MIS uh MIS policy.
Um, but it will at least help again drive our path forward and really utilizing the personnel committee um to bring the drafts forward and really start the process after I have a draft. And yeah, we'll just continue to work
through it. I'll continue to update this, add more information, take it away um as we move forward. >> Small bites. >> Small bites. Yes. And then um I was just going to add two. So, you know, I showed you the employee handbook, which um one
of the reasons why um kind of having a different template for this was important is because this was a really static document and is very hard to update when we're reviewing sections of it because all of the policies listed in
here are just consecutive. It's one after another after another. And so, um, I think that's why the handbook was last updated in 2018. I mean, it's significantly out of date, um, hence the policy reviews. So, what I had done and um I think you all received the emails
when they're sent out to county employees is one of the parts that we had to also look at in addition to the policy review p uh process is well, how do we review policies and then incorporate them into this really static
old document. So, that is why there was a revamp of the former employee handbook, which I'm now going to call the personnel policy manual. And each of these kind of individual policies in here have been taken out separately and
put in their own document. And so now with each section or each policy from the handbook separated out from the whole document, now it's a compilation of different files. So now when I go in and update policies, I can literally just be like, take that old file out,
put in the new one without it having to impact like how do I update the whole document? Because then another question was, well, when we did want to update this, did we have to bring the entire thing to the commissioners when we updated one little section? Right? So
this now allows us to move forward updating the policies and incorporating them into a personnel policy manual much more efficiently than what we were available to do before. And then also the internal SharePoint page has been updated. So it's not just this whole
document. Everything is broken down by their files into a separate file folder corresponding to the type of policy that it's in. So, um, yeah, lots of changes and I'm trying to communicate that to employees. Um, but there'll be continued
communication and probably some trainings which will be a segue into our next topic. Um, but yeah, it'll be a learning process for all of us, but I I think we're on a good path forward. >> Thank you. >> Yeah. Um, I I think that the
compartmentalizing based upon the policy is user friendly. >> Oh, absolutely. Yeah. It just has a lot of advantages. So, uh if I want to find something out, I don't I don't want to search for it. I want to be able to go to that page to that document.
>> Even if it's a very short policy from the the narrative, >> it's got its separate separate section. The other thing if you wanted to add additional work for yourself, >> you could uh reference the last change,
the last time changed >> and any narrative that informed why the change moving forward. >> That way when you look at it, you say, you don't say, >> I don't know. >> I don't know. It just it just got changed. Yeah. But what informed the
change so that that reference were there, >> right? >> You can speak to it and people can understand. >> And that could be like a section um at the very end of the policy that is like like when you go to statutes and it's like you have the old statutes. Yeah.
Like we can have some reference in there. >> But if you want to know well why did they change that >> that you can go and you understand >> and I I think that's beneficial. But it certainly is is additional work >> um
>> in the short run, >> but maybe in the long run it's going to be a >> it is and do it while you know it >> because you going back and trying to reestablish is is problematic. The other question I was going to ask is
that um if you were to say ask the question either amongst your peers or online or whatever, what policies are the most problematic? >> You know what I'm saying? >> Yeah. Yeah. understanding which ones are
the most challenging, the most that are referenced to whatever that that helps to inform the priority >> and to try to get it right too because it's subjective interpretation. The more that we don't make it subjective, but it's defined clearly, the better it is.
>> Yeah. Commissioner Sullivan, did you have a comment? >> I I just wanted to thank you for going in and separating these out so they're easy to um revise and put into the personnel handbook. It's a lot like the commissioner handbook. It was all one
document to try to get that into pieces that can change e easily as statute change, as practices change is really important to do. So, I just applaud you for taking on that most challenging task. It will be as we say user friendly.
>> Yes. >> Yes. >> And I would like to add now you you can't leave. We need we need to have someone in place as backup who is like like we want with
Brady and and everybody else because your institutional knowledge that you are gaining on this. We need to uh have somebody on site that can pick up the ball when you decide the lottery
winnings are >> allowing you to move to warmer clims or something. >> Wish I had that luck. Yes. Yes. I'd probably, as my husband says, I'd probably still work because I like it.
>> Yeah. Yeah. Thank you. Well, then that leads us into the other important topic that I wanted to provide a highle update on is training. Um, or I should almost say what training because I feel like that's something
that we have been striving to progress and be better at as an organization. Um and this was also identified in the strategic plan of really a gap in the services uh that we provide our staff for um continued growth um and
improvement um especially as people transition between jobs internally um maybe moving from a non-supervisory position to a supervisory position. We have a lot of new supervisors or people moving into a department head position. So it's one thing to understand their
context area in which they work, but what are the other um resources and opportunities that we can provide? Um so um Kristen had initially started this conversation and sent out a staff survey
about like if we provided say monthly trainings like if you think like a um what do they call it like the Brown lunch and learns or kind of thing like that. uh but maybe not over lunch because people should be able to leave for lunch but like if we offered you
know little training snippets in the morning you know what what would be the topics that people would like to see. So, um, Kristen, myself, and Mike, uh, Mike Cruso, our HR generalist, we met with Kristen and we kind of talked about
what were the, uh, topics of feedback from that survey along with what are just other identified topics of trainings that we have heard of, that other staff have identified that we as HR know we'd like to provide people, especially because we're um, we really
spearhead that onboarding process. And so Mike has taken a lead on um drafting again rough draft. All these are going to be works in progress. They're not static one time and done um type of documents. But that's the other handout
I handed you. So Mike has started uh compiling a list of the training topics. again whether these are kind of on a monthly rotating basis depending on you know what we feel uh staff need to be re-educated on whether it's an HR topic
MIS topic um or more like maybe uh uh occasional offerings that are a lot larger in nature and I can talk about one of those trainings here that we're offering coming up so um yeah so Mike has just compiled a list of trainings um
some trainings we feel should be done annually that have not been done annually. And so right off the bat, like for example, sexual harassment, like we should do an annual training on that. Um CPR, first aid, AED training, that is something that uh just recently because
we usually as a benefits and wellness committee, we tr used to historically try to bring in a trainer every two years. certifications last two years. So, we're trying to keep up on a every other year schedule to keep people certifications um active and we're like Cook County
Higher Ed is literally a block. Why why don't we send them there? We'll pay for it. Right? So, it's identifying those types of things that we can offer to all staff and then also incorporate into our onboarding like hey new hires if you'd like if there's training like sign up we'll pay for it.
um you know trainings about our different benefits. A lot of our benefit uh trainings, not even trainings, like information refreshers that comes during open enrollment. Um so we're first trying to >> call will be recorded. >> Oh, okay. Something's recorded. I don't
know. Um so what we're trying to do is plot down >> call is no longer being recorded. >> Okay. Um my voice triggering something like Alexa, I don't know. Um, so we're trying to plot down the different trainings um that we'd like to see
regardless of the frequency um or um not even necessarily identifying the cost. Is it remote? Is it in person? We're just trying to to compile the different ideas, right? Um and so this is so far what we have
compiled. Um, maybe we need to refresh people on the EAP. So, I try to send out emails, but like what about in person reminders? Hey, let's talk about our travel policy. How do you fill out that reimbursement voucher? Right. Um, uh,
one of like the monthly topics for a change, um, a change in an organization that maybe is more pertinent to having a training um, sooner rather than later is like Rowan and MIS. We going through the.gov changes. So maybe bringing um a topic like that in more on a as like a
monthly um a monthly presentation. Um we're working on a workplace violence policy or updating ours. Um no, we actually don't have a workplace violence policy. This is a brand new policy. So what kind of pair uh training can we pair with that? So again, um we'll just
use this as we add to it and kind of flush out the details of how would we like to offer this? What frequency? Um is it remote? Do we set up do we do like a live session in here through the computer? Do we bring in a live person? So outside of these, one of the other
things that I wanted to mention that um kind of internally um that outside of us drafting a training plan um and a schedule is departments themselves can take initiative and do trainings and that doesn't even
necessarily have to be context related to their departments. Um, but one example I wanted to give a shout out to the highway department. They are really taking hold and kind of leading the way with some of this stuff. So, they are utilizing uh the supervisors, Robbie and
the supervisors are doing um I think it's about quarterly. They're identifying a training to do through the achieve center for leadership. Um, and occasionally I get emails from these and I try to share them, but this will like I think I added this on on this list of
a a resource for trainings that they identify a training all of the supervisors take it and it's just like a live on demand training and then they collectively meet. So this last week on Tuesday I join them and they debriefed about the training and what did they
learn? Um, this was on like leadership style. So the last training that they did are you a coach? are you a cheerleader? Are you an authoritarian? You know, so there's they talk about what their say personality was like with the leadership in this one. And then
they talk about like, well, what should I improve on? What are the methods that I can bring that I learned from this training into my work as a supervisor? And I think that's great. And I really um like to see to see something like
that whether we do it on a on a countywide basis. If we can offer trainings like that or again even just departments really taking their own lead and doing that internally I think that's great. One of the trainings that um Kristen and I do want to bring awareness of and
we've talked about it at different meetings. We've hinted at it that it's coming uh but it is coming. We have dates. So Kristen and I went to a joint county administrator and county HR uh conference this fall and there was a
presenter his name is John Lockhorst and he presented on missionritical leadership. So it's how do you as a leader lead in all directions? How do you lead the people below you? So people you supervise, how do you lead horizontally, so people that you co-lead
with? And how do you lead up? And it was a fabulous presentation. And so we have been working with him, meeting with him, and we have identified a date um that we would like to bring him here. Um we are looking at doing it'll be a full day
training but the first half of the day will be with our map and supervisor teams um and then the second half in the afternoon I think Kristen has already hinted at this will be uh for commissioners um to work with him um and
outside of him bringing his mission critical leadership presentation we can also customize the training to the organization and what we want to see. So that is something that we're really excited about and I certainly don't recall in my time here when we've really
had a strong leadership presentation. Um so this will be hopefully the first of many especially now that we have budgeted funds for training uh for all employees, supervisors, leaders in the organization. So we're really excited to
to bring him to bring him in. Um, so I should just just say to um because Kristen wanted me to say it. So I just sent out a calendar hold for Matt and supervisors. So John will be here I think it's Friday, February 27th. So
he'll be here in the morning for Matt and um supervisors and then we're going to plan on the afternoon. I'm thinking 1 to 5 time to be determined that he will meet with you commissioners for that specific training.
>> What's the date again? February 27th. >> That was our >> but more information more information to come on that but haven't >> but we've um solidified a date and we're going to meet with him to kind of sus out more details of the training and the
structure for that. >> Uh this is all great. Thank you. Uh uh the thing one thing that jumps out at me is just customer service training. >> Oh yeah. Yep. Yep. and that was mentioned in the staff survey >> ideas given. So
>> yes, >> I'd like to jump in quick if that's all right and and first apologize. I'm not trying to create a second recording of this meeting. I'm not quite sure what happened there, but um and then I I wanted to thank Allison and Mike for
their work on the policy um policy reviews as well as this training. Um, like she mentioned, both items are part of the strategic plan and in my opinion, both items are high priority for the organization. So, I'm really excited to see that we're making some um incredibly
um strong progress forward in both areas. So, I just wanted to to thank her for her work. >> Ditto ditto and ditto. >> Absolutely. Mr. G. >> Yeah. Thank you. Uh at the past uh most recent AMC
conference that we had, I attended um a workshop and I'm not sure if it was Dakota County or Wright County. Uh the presenter was a um uh a training specialist for that county. And I did talk to her after the presentation
um wanting to know if she was a part-time or full-time position. And uh I'm not suggesting that we hire somebody to do this because I I attended that workshop and I attended another one that
was a county that very resourceful in putting together their training program >> and and it was actually an institution that they initiated and they had spent $175, but it was their resourcefulness
addressing an issue and uh coming out of the discussion with the first presentation with that training specialist that she said what we do um and it's not mandatory she said but we have all of these trainings that we do.
So what they're doing is they're equipping and training staff and they recognize the importance of it and that is her sole responsibility. So her p her her presentation uh was good because it was substantive
on on issues that contribute to good performance in practice. >> Um, and uh, I think she would be a great resource uh, because this is something she does full time. I'm saying a great resource
not necessarily from a presentation standpoint, but from understanding an outline of things that get addressed and and they have prioritized as being important. Um, I think when I look at this list, some of it I'll refer to as medicinal
>> and and others like in the highlighted yellow here. >> I think those are things that are are are foundational. And I I think a lot of the foundational understanding why we do what we do and how to best do that is important. The medicinal is addressing
an issue that is part of our policy that to be sure we're understanding it especially as supervisors to be able to communicate so that throughout the organization there's clarity on these things but equipping people with the skills that are the interpersonal the
customer service all of those things the integrity u those are those are huge and if we want to change the culture and and uh in hiring ing Mike, my statement was that if it means that you are able to
focus more on things that help us change culture, uh then I I support that. So >> this this is good and and certainly Kristen's experience and knowledge in this area will help to fuel it. So you got to believe it in order to make it
happen. Mhm. Um and just to comment on that too, what we noticed with the staff feedback from that survey is a lot of the things were HR related which will come um and will be addressed as we work
through updating policies and we provide kind of theformational training sessions on those um just processes procedures tied to even the policy updates. Um, and then in addition to that, yeah, because I think once we get that, that's a big hurdle of just
people want to know internally what they're supposed to do. Um, and then to build off of that and bring in like John Lockhorst or identify customer service trainings, work with the higher ed, like what are their resources to not only learn the base foundations that we want
people to to feel comfortable with, but add those um skills. customer service, dealing with conflict, how do you lead, you know, like we've got Toast Masters that comes in, you know, like eventually getting people to attend that um as well.
>> Yeah. >> And what AMC, you know, provides that might be available or through >> Nico as as well. And some of it is having facilitators internally that can take good information >> and present it. So,
>> yeah. and we'd all travel around to different committees and boards and all that in the state. And so to your point about somebody who really know was outstanding >> to be able to get something goal and bring it back really important. >> Yeah. >> Yeah. >> And despite it being highlighted, I did
not see the staff serve ideas. Thank you. >> Yeah. >> We'll double highlight it next time, right, Al? >> Some big arrows. >> Next time. Double. We're just so used to seeing it on Google searches when it yellows
everything. >> I retype it to eliminate. >> Anything else, Alison? >> No. Um, no. I mean, these are very big topics and again, with just two of us right now in HR, there's a lot of other
things that we're trying to tackle. And so, just having having these written down and knowing that we're progressing and it will it will take a while, but we will get there. >> No pressure. >> No pressure. >> No pressure. >> We won't ask every other meeting. I'll
be doing what's on your list. >> A lot. It's a long list. We could have a little visual, you know, like here's 60 and here, watch the little thermometer go up. >> Yeah. >> Yeah. Well, and that's actually kind of why I kind of color coded things because
eventually you can I can create the charts to show kind of what our status is. >> Yeah. >> Yeah. >> Okay. Anything else? >> Well, thank you so much for bringing us up to speed. >> Yeah, you're very welcome. >> And informing us and the good work
ahead. I appreciate it. You're very welcome. >> So, there being nothing else in our agenda, we are ajourned. >> There's an awful lot of policy. Thank you. >> Thank you. Have a good day, everybody. >> You too.