NSO 2023 : simplebooklet.com

City of Appleton Department Directors Team Jake Woodford Mayor Jake Woodford was elected Appleton s 46th Mayor in April 2020 Taking office at the onset of the COVID 19 pandemic Woodford guided the City through its first mayoral transition in 24 years by ensuring continuity of municipal operations stewardship of City resources and more opportunities for public engagement A fourthgeneration Appletonian Mayor Woodford holds a degree in government from Lawrence University and lives in the River Drive neighborhood with his wife and pets Chris Behrens City Attorney Chris Behrens is the City Attorney Chris has been a member of the City Attorney s Office since 1998 first as an Assistant City Attorney then as Deputy City Attorney until being elected City Attorney in 2020 Prior to joining the City of Appleton he was in private general practice with an emphasis in municipal law Chris received his bachelor s degree from Marquette University and his law degree from Marquette Law School Chris has been designated a Local Government Fellow by the International Municipal Lawyers Association since 2016 He leads and oversees the Legal Services Department that includes the City Attorney s Office and City Clerk s Office and is responsible for providing general legal counsel and representation to the City drafting documents advising City officials and employees on compliance with the law representing the City in court prosecuting and enforcing City ordinances negotiating on the City s behalf and advising the Common Council and City Boards Committees and Commissions on the meaning of legislative enactments Jay Ratchman Human Resources Director Jay is the Human Resources Director He has over 25 years of human resources and leadership experience and has been with the City since August 2004 Prior to joining the City H R Team Jay was the Director of Human Resources in the staffing industry Jay received his bachelor s degree in Business Administration with an emphasis in Human 1

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Resources and Finance from the University of Wisconsin Oshkosh Jay also has his master s degree in Organizational Behavior and Leadership Jay holds certifications as a Senior Professional Human Resources and as a Senior Certified Professional certifications for those who have also demonstrated a strategic mastery of the HR body of knowledge Jeremy Hansen Fire Chief Jeremy Hansen is the Fire Chief for the City of Appleton Jeremy began in this role in 2018 For the last twenty years prior Jeremy has served in a variety of leadership roles in fire service organizations throughout Wisconsin Chief Hansen served as the Associate Dean of Public Safety and Facility Director for Fox Valley Technical College s Public Safety Training Center Prior to this role he was the Department Chair where he oversaw the Fire Protection Technician associate degree program Chief Hansen has also served as a Lieutenant Paramedic for the Town of Grand Chute Fire Department for 13 years and as an Acting Lieutenant Paramedic for the City of Eau Claire for 9 years Chief Hansen is in the process of obtaining his Doctorate degree in Leadership Studies from Marian University He is a graduate of the National Fire Academy Executive Fire Officer Program He received his Master of Science Degree in Risk Control and Bachelor of Science Degree in Vocational Technical and Education from the University of Wisconsin Stout He is a graduate of Fox Valley Technical College s Fire Protection Technician program and earned his Advanced Intensive Care Paramedic Degree from Chippewa Valley Technical College Polly Olson Police Chief Polly Olson is the Chief of Police for the City of Appleton She began her career with the APD in 2001 serving as a patrol officer a school resource officer the Sex Offender Registration Specialist Patrol Lieutenant Investigations Lieutenant Patrol Captain Investigations Captain and Assistant Chief prior to her appointment as Chief She holds a Bachelor of Science degree in biology from UW Oshkosh Chief Olson grew in Appleton graduating from Appleton East High School She and her husband Jay raised their two children Brady and Olivia in Appleton They spend their free time hiking traveling and with their 3 dogs Izzy Jack and Dora 2

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Kara Homan Community and Economic Development Director Kara Homan AICP is the City s Community and Economic Development Director She has over 15 years of experience in community planning and development previously work as the Development Land Services Planning Director for Outagamie County Principal Planner for the City of Menasha and Associate Principal Planner for the East Central Wisconsin Regional Planning Commission She specializes in long range planning and project policy development with a particular interest in the areas of land use community facilities public infrastructure and community economic development She has a Master of Science in Urban and Regional Planning from the University of Iowa and a Bachelor of Science in Geography from the University of WisconsinMadison She currently serves as President Elect of the American Planning Association Wisconsin Chapter Jeri Ohman Finance Director Jeri Ohman is the Director of Finance She has been with the City since May 2018 as the Deputy Director of Finance until becoming the Director in March of 2022 Prior to joining the City of Appleton she was a Supervisor with Schenck SC now known as CliftonLarsonAllen CLA specializing in audits of local governments She was also the Accounting Systems Supervisor for Outagamie County Health and Human Services Jeri has a bachelor s degree in Accounting from Carroll University and is a Certified Public Accountant CPA She is responsible for the strategic planning and financial management of the City as well as the overall leadership and direction of the fifteen person Finance Department Corey Popp Information Technology Director Corey Popp is the Information Technology Director He has been with the City since 2021 He has over 30 years of IT technical and leadership experience Prior to joining the City of Appleton in 2021 he worked as an IT Director in the private sector for over twenty years He holds a BA in Computer Science from Lakeland University and an AA in CIS Computer Programming from Fox Valley Technical College He is certified in ITILv3 Foundations was a certified instructor for the Wisconsin Technical College System and is a past President of the 3

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Northeastern Wisconsin Chapter of the Association of Information Technology Professionals Colleen Rortvedt Library Director Colleen has served as the Library Director since January 2011 A graduate of Lawrence University she received her Master s degree in Library Science from the University of Wisconsin Milwaukee Colleen worked at other libraries prior to joining the Appleton Public Library staff in 1996 She has served in several capacities at the Appleton Public Library including APL s first Young Adult Librarian Audiovisual Librarian and most recently as the Assistant Library Director Her accomplishments include planning the first area community read Appleton Speaks as well as coordinating the development of the library s Hmong Resource Center Dean Gazza Parks Recreation and Facilities Management Director Dean is the Director of Facilities Construction Management and has been with the City since November 2005 Dean has over 12 years in a public sector role Prior to coming to the City of Appleton Dean has held roles with the Green Bay Packers and Brown County Dean received his Master s in Business Administration from the University of Oshkosh and has earned certifications as a certified facilities manager certified public manager and a project management professional Directing the facilities and construction management department he is responsible for preserving and extending the useful life of facilities and ensuring the facilities are safe and productive places to work and visit In addition he serves as the City s representative on major facilities construction projects Danielle Block Public Works Director Danielle Block is the Director of Public Works She has been with the City since July of 2022 Prior to joining the City of Appleton she was the Administrator for the Village of Kimberly for five years and prior to that over 10 years of experience with the Wisconsin 4

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Department of Transportation Danielle has a master s degree in Public Administration from the University of Wisconsin Oshkosh is a Certified Public Manager through the University of Wisconsin Madison Extension holds bachelor s degree in Civil and Environmental from the University of Wisconsin Madison and is a licensed Professional Engineer with the State of Wisconsin She is responsible for the overall leadership and direction of the nine sections of Public Works Engineering CEA Inspections Parking Safety Training Sanitation Sewer Maintenance Street Maintenance and Water Distribution Chris Shaw Utilities Director Chris Shaw is the Director of Utilities He has been with the City of Appleton since June 1991 and has served in six different positions before becoming Director in June 2010 Prior to joining the City Chris worked for Tecumseh Engine in their Pollution Control Facility Chris has an associate degree of science from UW Fond du Lac and a Water and Wastewater Treatment Technology degree from MPTC Chris is licensed with the State of Wisconsin for both advanced wastewater treatment and surface water treatment He is responsible for the leadership and direction of the water and wastewater treatment facilities and the applicable regulatory compliance of environmental programs and permits Ronald McDonald Valley Transit General Manager Ron McDonald is the General Manager of Valley Transit He has served in numerous private and public transit management positions since 1987 Prior to relocating to Appleton in 2016 Ron provided leadership at Wisconsin Michigan Trailways Green Bay Metro and Shoreline Metro in Sheboygan As General Manager of Valley Transit he is responsible for management and oversight of transit service throughout 117 square miles of the Fox Cities area including the City of Appleton City of Kaukauna City of Menasha City of Neenah Town of Buchanan Town of Grand Chute Town and Village of Harrison Village of Fox Crossing Village of Kimberly Village of Little Chute Calumet County Outagamie County and Winnebago County 5

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City of Appleton Human Resources Risk Management Team Jay Ratchman Human Resources Director Jay Ratchman has over 25 years of human resources and leadership experience and has been with the City since August 2004 Prior to joining the City HR Team Jay was the Director of Human Resources in the staffing industry Jay received his bachelor s degree in Business Administration with an emphasis in Human Resources and Finance from the University of Wisconsin Oshkosh Jay also has his master s degree in Organizational Behavior and Leadership Jay holds certifications as a Senior Professional Human Resources and as a Senior Certified Professional certifications for those who have also demonstrated a strategic mastery of the HR body of knowledge Kim Kamp Deputy Director of Human Resources Kim has been with the City since April 1999 and has over twenty nine years of experience working in the Human Resources field Prior to joining the City H R Team Kim worked in Human Resources in a manufacturing environment for Curwood Bemis She received her Human Resources Certificate from the University of Milwaukee Kim supervises the Staff Development Training Coordinator two Generalists and two Assistant positions She is responsible for the prioritization of H R projects and assignments H R staff issues compensation and goal reviews for the non represented employees the establishment and updating of H R policies contractual issues and interpretation and supervisor employee issues and investigations Melody Mel Lewis Staff Development and Training Coordinator Mel has served as Staff Development Training Coordinator since May 1999 Mel is a graduate of the University of Wisconsin Oshkosh with a Bachelor of Science in Journalism and an emphasis in Public Relations Prior to joining the City H R Team Mel worked for Kimberly Clark as an Account Executive and for Aid Association for Lutherans as a Curriculum designer and Communications Administrator Mel is responsible for the training and development of City staff She coordinates city wide training events and required employee and supervisory training She also conducts orientation programs coordinates staff development and facilitates departmental team building events Jessica MontMarquette Human Resources Generalist Jessie has been with the City of Appleton since September 2021 and has over ten years experience working in the Human Resources field Prior to joining the City H R Team Jessie worked at Air Wisconsin Airlines just shy of 22 years She began her career as a Flight Attendant before moving to management and then the last ten years she served in the HR department as the Employee Relations manager Jessie is the primary H R contact for the Departments of Public Works Utilities Facilities Management Parks Recreation and Valley Transit She is responsible for all human resource functions for those departments including safety hiring worker s compensation Family Medical Leaves corrective actions investigations and contractual issues 1

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Allison Keller Human Resources Generalist Allison has been with the City since December 2017 She earned her bachelor s degree in Marketing Analytics from the University of Wisconsin Eau Claire Prior to joining the City HR Team she worked for 5 years at Scheels in Human Resources Allison is the primary HR contact for the departments of Police Fire Library and City Hall She is responsible for all human resource functions for those departments including safety hiring worker s compensation Family Medical Leaves corrective actions investigations and contractual issues Blia Vang Human Resources Benefits Coordinator Blia joined the City s Human Resources team in April 2022 She graduated with a bachelor s degree in Business Administration Human Resource Management from the University of Wisconsin Oshkosh Prior to joining the City she was a HR Manager at Lawrence University for four years Blia is responsible for the administration of employee benefits and meets with new and existing employees to discuss benefits She serves as the lead worker for the other two support staff positions in the department Brian Margan Risk Manager Brian has been with the City since January 2019 Brian has over 12 years of experience in public risk management and over 22 years of experience in safety management Prior to joining the City HR team Brian served as the Risk Administrator for Outagamie County and the Safety Director for Wood County Brian received his bachelor s degree in Industrial Technology Management with an Emphasis in Safety Management from the University of Wisconsin Platteville Brian also holds an Associate in Risk Management from the Institutes Risk and Insurance Knowledge Group He is responsible for a number of risk management programs such as contract reviews general liability auto liability and property claims management review of special events and procurement of property and casualty insurance for the City Morgan Johnson Recruitment Assistant Morgan has been with the City since July 2019 She earned her bachelor s degree in Political Science and History from the University of Minnesota Twin Cities and her Master of Public Administration from Indiana University She served in the Air National Guard as a Medical Admin in an Aeromedical Evacuation Squadron for 6 years Morgan is responsible for various recruitment activities and for serving as administrative support for the two generalists Vanessa Schommer Human Resources Administrative Assistant Vanessa has been with the City since November 2021 She is a born and raised Appletonian She earned her bachelor s degree in Marketing from the University of Wisconsin Oshkosh Vanessa is responsible for customer service data entry and invoice processing She provides general support to the Training Coordinator and assists in the onboarding process for seasonal hires 2

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Non Represented Salary Schedule 1 1 2023 Issue date 4 11 23 Annual Salary Title Hourly Grade Minimum Midpoint Maximum FLSA Minimum Midpoint Maximum Parking Ramp Attendant 1 29 583 35 500 41 416 N 14 22 17 07 19 91 Bindery Clerk Library Page Clerk Clerical Assistant 2 2 2 32 542 32 542 32 542 39 050 39 050 39 050 45 559 45 559 45 559 N N N 15 65 15 65 15 65 18 77 18 77 18 77 21 90 21 90 21 90 Account Clerk I Finance Library Clerk Operation Clerk Library Operator Parking Enforcement Person Parking Enforcement Ramp Attnd 3 3 3 3 3 3 35 796 35 796 35 796 35 796 35 796 35 796 42 955 42 955 42 955 42 955 42 955 42 955 50 114 50 114 50 114 50 114 50 114 50 114 N N N N N N 17 21 17 21 17 21 17 21 17 21 17 21 20 65 20 65 20 65 20 65 20 65 20 65 24 09 24 09 24 09 24 09 24 09 24 09 Account Clerk II Administrative Assistant Operator I Parking Service Person CEA Parking Utility Locator 4 4 4 4 4 39 376 39 376 39 376 39 376 39 376 47 251 47 251 47 251 47 251 47 251 55 126 55 126 55 126 55 126 55 126 N N N N N 18 93 18 93 18 93 18 93 18 93 22 72 22 72 22 72 22 72 22 72 26 50 26 50 26 50 26 50 26 50 Account Clerk III Finance 5 43 313 51 976 60 638 N 20 82 24 99 29 15 Administrative Support Specialist Financial Administrative Supt Specialist Communication Specialist PD Crime Analyst Police Customer Service Specialist Grounds Coordinator Operations Crew Leader Parking Operator I Real Estate Assessment Tech Utility Clerk Finance Weights Measures Spec 5 5 5 5 5 5 5 5 5 5 5 43 313 43 313 43 313 43 313 43 313 43 313 43 313 43 313 43 313 43 313 43 313 51 976 51 976 51 976 51 976 51 976 51 976 51 976 51 976 51 976 51 976 51 976 60 638 60 638 60 638 60 638 60 638 60 638 60 638 60 638 60 638 60 638 60 638 N N N N N N N N N N N 20 82 20 82 20 82 20 82 20 82 20 82 20 82 20 82 20 82 20 82 20 82 24 99 24 99 24 99 24 99 24 99 24 99 24 99 24 99 24 99 24 99 24 99 29 15 29 15 29 15 29 15 29 15 29 15 29 15 29 15 29 15 29 15 29 15 Administrative Services Lead Arborist Assessment Technician Lead Coordinated Entry Specialist Elections Clerk Erosion Control Inspector Facilities Technician Forensic Evidence Specialist Grounds Technician Help Desk Analyst Laboratory Technician Library Assistant Network Services Assistant Operator II Payroll Coordinator Personal Prop Assessment Tech Property Tax Specialist Relief Operator Wastewater Solids Operator Travel Training Specialist Wastewater Plant Operator 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 47 645 47 645 47 645 47 645 47 645 47 645 47 645 47 645 47 645 47 645 47 645 47 645 47 645 47 645 47 645 47 645 47 645 47 645 47 645 47 645 47 645 57 174 57 174 57 174 57 174 57 174 57 174 57 174 57 174 57 174 57 174 57 174 57 174 57 174 57 174 57 174 57 174 57 174 57 174 57 174 57 174 57 174 66 703 66 703 66 703 66 703 66 703 66 703 66 703 66 703 66 703 66 703 66 703 66 703 66 703 66 703 66 703 66 703 66 703 66 703 66 703 66 703 66 703 N N N N N N N N N N N N N N N N N N N N N 22 91 22 91 22 91 22 91 22 91 22 91 22 91 22 91 22 91 22 91 22 91 22 91 22 91 22 91 22 91 22 91 22 91 22 91 22 91 22 91 22 91 27 49 27 49 27 49 27 49 27 49 27 49 27 49 27 49 27 49 27 49 27 49 27 49 27 49 27 49 27 49 27 49 27 49 27 49 27 49 27 49 27 49 32 07 32 07 32 07 32 07 32 07 32 07 32 07 32 07 32 07 32 07 32 07 32 07 32 07 32 07 32 07 32 07 32 07 32 07 32 07 32 07 32 07 Asset Mgmt Purchasing Speclst Benefits Coordinator Carpenter Painter Civilian Fire Inspector Community Development Specialist Engineering Technician Environmentalist Executive Assistant Mayor Executive Assistant Police Chief Facilities Control Technician 7 7 7 7 7 7 7 7 7 7 52 409 52 409 52 409 52 409 52 409 52 409 52 409 52 409 52 409 52 409 62 891 62 891 62 891 62 891 62 891 62 891 62 891 62 891 62 891 62 891 73 373 73 373 73 373 73 373 73 373 73 373 73 373 73 373 73 373 73 373 N N N N N N N N N N 25 20 25 20 25 20 25 20 25 20 25 20 25 20 25 20 25 20 25 20 30 24 30 24 30 24 30 24 30 24 30 24 30 24 30 24 30 24 30 24 35 28 35 28 35 28 35 28 35 28 35 28 35 28 35 28 35 28 35 28

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Finance Associate 7 52 409 62 891 73 373 N 25 20 30 24 35 28 Fire Public Education and Civilian Fire Inspector Horticulturist Conserv Tech HVAC Tech Pipefitter Lead CSO Legal Assistant Library Assistant Supervisor Master Mechanic PC LAN Specialist Property Assessor II Purchasing Clerk Recreation Coordinator Relief Operator Maintenance Helper Water Safety Supervisor Traffic Engineering Specialist Water Plant Operator 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 52 409 52 409 52 409 52 409 52 409 52 409 52 409 52 409 52 409 52 409 52 409 52 409 52 409 52 409 52 409 62 891 62 891 62 891 62 891 62 891 62 891 62 891 62 891 62 891 62 891 62 891 62 891 62 891 62 891 62 891 73 373 73 373 73 373 73 373 73 373 73 373 73 373 73 373 73 373 73 373 73 373 73 373 73 373 73 373 73 373 N N N N N E N N N N N N E N N 25 20 25 20 25 20 25 20 25 20 25 20 25 20 25 20 25 20 25 20 25 20 25 20 25 20 25 20 25 20 30 24 30 24 30 24 30 24 30 24 30 24 30 24 30 24 30 24 30 24 30 24 30 24 30 24 30 24 30 24 35 28 35 28 35 28 35 28 35 28 35 28 35 28 35 28 35 28 35 28 35 28 35 28 35 28 35 28 35 28 Admin Services Coord PRFM Administrative Serv Manager VT Assistant Facilities Manager Assistant To Fire Chief Budget and Accounting Manager City Surveyor Clubhouse Supervisor Content Management Systems Analyst DPW Plans Records Specialist Economic Development Specialst Facilities Tech Electrician Fiscal Resources Manager GIS Specialist Housing Coordinator Instrmnt Control Systems Tech Lead Electrician Lead Mechanic Librarian Maint Specialist Millwright Managerial Account Coordinator Communications Coordinator Library Marketing Community Engagement Coordinator 5FTE Master Electrician Mobility Manager Network Services Supervisor Office Manager Operations Crew Leader MSB Parking Utility Manager Plumber Public Health Nurse Purchasing Manager Recreation Supervisor ERP Systems Specialist 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 57 650 57 650 57 650 57 650 57 650 57 650 57 650 57 650 57 650 57 650 57 650 57 650 57 650 57 650 57 650 57 650 57 650 57 650 57 650 57 650 57 650 69 180 69 180 69 180 69 180 69 180 69 180 69 180 69 180 69 180 69 180 69 180 69 180 69 180 69 180 69 180 69 180 69 180 69 180 69 180 69 180 69 180 80 710 80 710 80 710 80 710 80 710 80 710 80 710 80 710 80 710 80 710 80 710 80 710 80 710 80 710 80 710 80 710 80 710 80 710 80 710 80 710 80 710 E E E E E E E E E E N E E E N N N E N E E 27 72 27 72 27 72 27 72 27 72 27 72 27 72 27 72 27 72 27 72 27 72 27 72 27 72 27 72 27 72 27 72 27 72 27 72 27 72 27 72 27 72 33 26 33 26 33 26 33 26 33 26 33 26 33 26 33 26 33 26 33 26 33 26 33 26 33 26 33 26 33 26 33 26 33 26 33 26 33 26 33 26 33 26 38 80 38 80 38 80 38 80 38 80 38 80 38 80 38 80 38 80 38 80 38 80 38 80 38 80 38 80 38 80 38 80 38 80 38 80 38 80 38 80 38 80 8 8 8 8 8 8 8 8 8 8 8 8 57 650 57 650 57 650 57 650 57 650 57 650 57 650 57 650 57 650 57 650 57 650 57 650 69 180 69 180 69 180 69 180 69 180 69 180 69 180 69 180 69 180 69 180 69 180 69 180 80 710 80 710 80 710 80 710 80 710 80 710 80 710 80 710 80 710 80 710 80 710 80 710 E N E E E N E N E E E E 27 72 27 72 27 72 27 72 27 72 27 72 27 72 27 72 27 72 27 72 27 72 27 72 33 26 33 26 33 26 33 26 33 26 33 26 33 26 33 26 33 26 33 26 33 26 33 26 38 80 38 80 38 80 38 80 38 80 38 80 38 80 38 80 38 80 38 80 38 80 38 80 Administrative Serv Supervisor Assistant City Attorney I City Sealer Civil Engineer Customer Serv Accounting Spvr Diversity Equity and Inclusion Coordinator Special Assistant to the Mayor Enterprise Accounting Manager Environmental Program Coordinator Human Resources Generalist Inspector Lead Systems Analyst Library Building Supervisor Paratransit Coord Oper Supvr Principal Planner Property Assessor III Safety and Complaince Specialist Transit 9 9 9 9 9 60 878 60 878 60 878 60 878 60 878 76 098 76 098 76 098 76 098 76 098 91 317 91 317 91 317 91 317 91 317 E E E E E 29 27 29 27 29 27 29 27 29 27 36 59 36 59 36 59 36 59 36 59 43 90 43 90 43 90 43 90 43 90 9 9 9 9 9 9 9 9 9 9 9 60 878 60 878 60 878 60 878 60 878 60 878 60 878 60 878 60 878 60 878 60 878 76 098 76 098 76 098 76 098 76 098 76 098 76 098 76 098 76 098 76 098 76 098 91 317 91 317 91 317 91 317 91 317 91 317 91 317 91 317 91 317 91 317 91 317 E E E E N E E E E N E 29 27 29 27 29 27 29 27 29 27 29 27 29 27 29 27 29 27 29 27 29 27 36 59 36 59 36 59 36 59 36 59 36 59 36 59 36 59 36 59 36 59 36 59 43 90 43 90 43 90 43 90 43 90 43 90 43 90 43 90 43 90 43 90 43 90

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Manager of Communications and Public Engagement Technical Services Manager Transit Maint Operations Supvr Transit Operations Supervisor 9 9 9 9 60 878 60 878 60 878 60 878 76 098 76 098 76 098 76 098 91 317 91 317 91 317 91 317 E E E E 29 27 29 27 29 27 29 27 36 59 36 59 36 59 36 59 43 90 43 90 43 90 43 90 Environmental Health Supervisor Inspections Supervisor Library Supervisor Recreation Manager 10 10 10 10 66 966 66 966 66 966 66 966 83 708 83 708 83 708 83 708 100 449 100 449 100 449 100 449 E E E E 32 20 32 20 32 20 32 20 40 24 40 24 40 24 40 24 48 29 48 29 48 29 48 29 Emergency Mgmt Coordinator Oper Supervisor Engineering Operations Supervisor Fleet Operations Supervisor Safety Operations Supervisor Sanitation Operations Supervisor Street Operations Supervisor Water Construction Operations Supervisor Forestry Police Lieutenant Professional Engineer Project and Planning Manager Risk Manager Staff Dev Training Coordinator Systems Administrator Water Operations Supervisor WW Operations Supervisor 11 11 11 11 11 11 11 11 11 11 11 11 11 11 11 11 68 641 68 641 68 641 68 641 68 641 68 641 68 641 68 641 68 641 68 641 68 641 68 641 68 641 68 641 68 641 68 641 85 801 85 801 85 801 85 801 85 801 85 801 85 801 85 801 85 801 85 801 85 801 85 801 85 801 85 801 85 801 85 801 102 962 102 962 102 962 102 962 102 962 102 962 102 962 102 962 102 962 102 962 102 962 102 962 102 962 102 962 102 962 102 962 E E E E E E E E E E E E E E E E 33 00 33 00 33 00 33 00 33 00 33 00 33 00 33 00 33 00 33 00 33 00 33 00 33 00 33 00 33 00 33 00 41 25 41 25 41 25 41 25 41 25 41 25 41 25 41 25 41 25 41 25 41 25 41 25 41 25 41 25 41 25 41 25 49 50 49 50 49 50 49 50 49 50 49 50 49 50 49 50 49 50 49 50 49 50 49 50 49 50 49 50 49 50 49 50 Assistant City Attorney II Assistant City Engineer City Assessor Facilities Manager Facility Project Manager Sustainability Coordinator Fire Battalion Chief Golf Course Superintendent Grounds Manager Police Captain Traffic Engineer 12 12 12 12 73 658 73 658 73 658 73 658 92 073 92 073 92 073 92 073 110 487 110 487 110 487 110 487 E E E E 35 41 35 41 35 41 35 41 44 27 44 27 44 27 44 27 53 12 53 12 53 12 53 12 12 12 12 12 12 12 73 658 73 658 73 658 73 658 73 658 73 658 92 073 92 073 92 073 92 073 92 073 92 073 110 487 110 487 110 487 110 487 110 487 110 487 E E E E E E 35 41 35 41 35 41 35 41 35 41 35 41 44 27 44 27 44 27 44 27 44 27 44 27 53 12 53 12 53 12 53 12 53 12 53 12 Assistant Chief Police Assistant General Manager Assistant Library Director City Clerk Deputy Director of Administrative Services Deputy City Attorney Deputy Dir Community Econ Dev Deputy Dir Human Resources Deputy Dir Information Technology Deputy Dir Park Rec Facilities Deputy Director Finance Deputy Director Health Deputy Director Operations Deputy Director Utilities Deputy Fire Chief 13 13 13 81 024 81 024 81 024 101 280 101 280 101 280 121 536 121 536 121 536 E E E 38 95 38 95 38 95 48 69 48 69 48 69 58 43 58 43 58 43 13 13 13 13 13 13 13 13 13 13 13 81 024 81 024 81 024 81 024 81 024 81 024 81 024 81 024 81 024 81 024 81 024 101 280 101 280 101 280 101 280 101 280 101 280 101 280 101 280 101 280 101 280 101 280 121 536 121 536 121 536 121 536 121 536 121 536 121 536 121 536 121 536 121 536 121 536 E E E E E E E E E E E 38 95 38 95 38 95 38 95 38 95 38 95 38 95 38 95 38 95 38 95 38 95 48 69 48 69 48 69 48 69 48 69 48 69 48 69 48 69 48 69 48 69 48 69 58 43 58 43 58 43 58 43 58 43 58 43 58 43 58 43 58 43 58 43 58 43 Deputy Director City Engineer 14 89 126 111 408 133 689 E 42 85 53 56 64 27 City Attorney Community Economic Dev Director Finance Director Fire Chief General Manager Health Officer Human Resources Director Information Technology Director Library Director Park Rec Facilities Director Police Chief Public Works Director Utilities Director 15 15 15 15 15 15 15 15 15 15 15 15 15 98 039 98 039 98 039 98 039 98 039 98 039 98 039 98 039 98 039 98 039 98 039 98 039 98 039 122 549 122 549 122 549 122 549 122 549 122 549 122 549 122 549 122 549 122 549 122 549 122 549 122 549 147 059 147 059 147 059 147 059 147 059 147 059 147 059 147 059 147 059 147 059 147 059 147 059 147 059 E E E E E E E E E E E E E 47 13 47 13 47 13 47 13 47 13 47 13 47 13 47 13 47 13 47 13 47 13 47 13 47 13 58 92 58 92 58 92 58 92 58 92 58 92 58 92 58 92 58 92 58 92 58 92 58 92 58 92 70 70 70 70 70 70 70 70 70 70 70 70 70 70 70 70 70 70 70 70 70 70 70 70 70 70

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LTE Seasonal Substitute Positions Pay Scale Appleton WI 1 1 2023 Minimum Midpoint Maximum Grade Title Grade 1 Scorekeepers Attendant Grounds Personnel Library Page 11 00 12 00 13 00 11 00 12 00 13 00 11 00 12 00 13 00 Grade 2 Customer Service Associate Cashier Program Activity Leader I Sports Official I 13 01 14 01 15 00 13 01 14 01 15 00 13 01 14 01 15 00 Grade 3 Facility Manager I Laborer Lifeguard I Program Activity Leader II Recreational Instructor I Student Intern 15 01 15 01 15 01 15 01 15 01 15 01 16 01 16 01 16 01 16 01 16 01 16 01 17 00 17 00 17 00 17 00 17 00 17 00 Grade 4 Activity Coordinator I Facility Manager II Community Service Officer CSO Engineering Aide Instructor II Lifeguard II Sports Official II 17 01 17 01 17 01 17 01 17 01 17 01 17 01 18 01 18 01 18 01 18 01 18 01 18 01 18 01 19 00 19 00 19 00 19 00 19 00 19 00 19 00 Activity Coordinator II Seasonal Managers Sports Official III 19 01 20 51 22 00 19 01 20 51 22 00 19 01 20 51 22 00 Grade 5 Specialty Assignments Title Certified Sports Officials Certified Fitness Instructors Background Investigator Chief Elections Inspector and Co chief Elections Inspector Rate Frequency 30 30 30 13 10 Per game Per class Per hour Per hour Per hour

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CITY OF APPLETON PERSONNEL POLICIES ISSUE DATE POLICY SOURCE Human Resources Department Reviewed by Legal Services Date I TITLE SALARY ADMINISTRATION LAST UPDATE October 2022 AUDIENCE All regular full and part time employees covered by the Non represented compensation plan Excludes represented employees SECTION Human Resources Committee Approval Date Council Approval Date 11 2 22 TOTAL PAGES 6 PURPOSE To outline the guidelines utilized for administration of the compensation plan II POLICY It is the policy of the City of Appleton to provide competitive compensation to attract and retain competent staff and to encourage and reward performance within the financial resources available III DISCUSSION The City of Appleton is committed to rewarding team members in a fair and consistent manner we offer compensation and rewards that support equity and align with our diversity equity and inclusion values We aim to attract and retain employees to contribute to the success of the organization This policy is subject to change with approval of the Common Council The Human Resources Director shall be responsible for the administration of the compensation policy DEFINITIONS A Fair Labor Standards Act FLSA A federal act that sets minimum wage overtime pay equal pay record keeping and child labor standards for employees who are covered by the act and who are not exempt from specific provisions An employee classified in the compensation plan as Exempt is not eligible for the overtime compensation provisions of FLSA B Base Pay An employee s initial rate of compensation excluding extra lump sum compensation shift differential etc An employee s base pay can be expressed as a base hourly rate of pay or as an annual salary C Position Analysis Questionnaire PAQ A job analysis that outlines the responsibilities and the requirements necessary to perform the functions of the position The PAQ is utilized to evaluate the position responsibilities for allocation to the appropriate pay grade D Compensation Plan A schedule of pay ranges listing the job classifications and minimum maximum rates All regular positions shall be placed in one of these ranges based on a PAQ and point factor job evaluation E Emergency For purposes of this policy an emergency shall be defined as an unplanned significant Page 1 of 6

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event that affects the operation or service level of the department as determined by the Department Director and or the Mayor F Interim Assignment When an employee is assigned to a different position on a temporary basis because of a vacancy G Non base pay adjustment Pay adjustments generally in the form of a lump sum or other forms that do not increase the employee s base pay H Red circled The maintenance of an employee s pay rate above the established range maximum An employee whose pay rate is at or above the range maximum may be eligible for a non base performance adjustment I Midpoint The center of an open pay range The midpoint provides a reference point to measure progression within the pay range IV PROCEDURES A DETERMINATION OF PAY RANGES The compensation plan shall be based on the principle of equal pay for equal work Pay ranges within the compensation plan shall be determined with regard to factors including but not limited to training and ability level of work physical demands independence of actions supervision exercised experience required human relations skills working conditions or hazards and impact of errors and prevailing rates of pay for similar jobs in public and private employment as determined by the City B ENTRANCE PAY RATE The entrance pay rate shall be within 60 of the minimum of the pay range All appointments including department heads above the 60 must be authorized in advance by a majority of the Mayor Human Resources Committee Chair and Human Resources Director C RECLASSIFICATION The Position Classification Review Process is the method for determining pay range assignment of new positions or reclassification actions involving substantial changes in the duties and responsibilities of an existing position or external market changes a Classification or Reclassification Consideration A request for reclassification of a current position or the classification of a new position may be initiated by a department director or by the Human Resource Director Requests for reclassifications may occur throughout the year as positions are created or become vacant Reclassification consideration for existing positions requires that the employee and the department director document substantial changes in existing duties since the most recent review Duty changes may be from substantial immediate reassignment of duties due to reorganization or may be the result of a logical and gradual change of responsibilities over a period of time Page 2 of 6

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To be considered for reclassification changes should be stable and typically should have been in effect for at least six months preceding the reclassification request so that it is clear that the changes that exist are likely to remain for some period of time Reclassification will not be considered for temporary changes in duties A request for classification or reclassification consideration must be in writing to the Human Resources Generalist The Human Resources Generalist will guide the appropriate process for a review b Review of Requests Following internal review by the Human Resource Director the Human Resource Generalist will submit the PAQ and any supporting documentation to the consultant for evaluation if the criteria for reclassification is met If the recalassification is appropriate the consultant will recommend a grade assignment for the position The consultant may request further information c The Employer s Response to the Consultant s Recommendations The employee and the department director will be informed of the final decision in writing The effective date of any compensation changes will be based on the specific circumstance of the reclassification D COMPENSATION PLAN COMPONENTS a Pay Plan Adjustment Pay Plan adjustments are typically made on an annual basis The Human Resources Director shall recommend such adjustments to the Mayor and Finance Director based on the general level of pay adjustments in the relevant job markets where the City competes These adjustments are also made in consideration of general changes in cost of living indices The adjustment takes the form of an adjustment to pay plan with the goal of maintaining market competitiveness of the pay plan No increase will be made to an employee s pay as a result of a pay plan adjustment b Merit increase The amount allocated for merit increase shall be established each year by the Mayor and included in the annual budget subject to approval by the Common Council Merit increases will be awarded to all employees that meet or exceed their goals and departmental expectations E PAY RATE ADJUSTMENTS The Human Resources Director and the applicable Department Director shall determine the pay status of an employee based on the following a Transfers When an employee is transferred from one class to another with a common pay range the employee shall continue to receive the same pay rate unless a different rate is deemed appropriate b Promotion When an employee is promoted from one class to another having a higher pay range the employee shall receive an increase as deemed appropriate For consideration of placement into the new pay range such factors as the average value of overtime lost average Page 3 of 6

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value of extra hours worked in a non exempt capacity as well as other internal and external factors shall be considered c Demotion When an employee accepts a position in a lower pay grade for any reason a rate of pay shall be determined For consideration of placement into the new salary range such factors as experience qualification length of service average value of overtime lost and the level of pay similar to employees in the pay range shall be considered d Upward Re Classification When an employee s position is reclassified into a higher pay grade the reclassification shall be treated the same as a promotion under b above e Downward Re Classification When an employee s position is reclassified into a lower pay grade the reclassification shall be treated the same as c above f Equity Adjustments Equity adjustments are salary changes outside of the normal salary programs as listed above to remedy salary issues such as external pressure in high demand areas internal salary compression and or retention considerations Equity adjustments may also be used when additional duties are added F MINIMUM AND MAXIMUM RATES Generally an employee shall be paid within the pay range of their position Library substitute positions may only advance to the midpoint of the pay scale An employee may be paid below the minimum of their pay range as the result of not receiving a pay adjustment due to their performance An employee who receives a base pay adjustment cannot exceed the maximum of their pay range An employee who is at the maximum of their pay range may be eligible for a lump sum payment as a method to recognize performance In the event of a reclassification or re evaluation of a pay range that results in an employee s pay falling outside the maximum of the newly assigned pay range such employee s pay rate may be redcircled G OVERTIME a Employees in the Compensation Plan who meet the exemption under the Fair Labor Standards Act shall be exempt from all premium pay provisions except as otherwise outlined in this policy b Employees who are required to work Sunday not part of their regular schedule shall receive double time pay Utility Department employees who work Sunday as part of their regular schedule shall receive double time pay c All non represented non exempt employees in the Compensation Plan shall be paid no less than the minimum compensation required pursuant to the FLSA including overtime compensation on a time and one half basis for all hours worked in excess of 40 hours per week subject to the following 1 Compensatory Time Sick leave PTO Sick approved non paid leave and FMLA non paid leave hours shall not be counted as hours worked for purposes of computing overtime compensation and 2 Scheduled City holiday hours vacation PTO funeral leave jury duty and Page 4 of 6

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approved paid FMLA leave except PTO Sick see 1 above may be counted as hours worked for purposes of computing overtime compensation except when employee is called to work then see 3 below and 3 Hours worked and paid at a Sunday or Holiday double time rate where the employee is also paid an additional call pay premium shall not be counted as hours worked for purposes of computing overtime compensation Holiday double time rate refer to Fringe Benefit Policy c Battalion Chiefs and Deputy Fire Chiefs who fill in for other Chief Officers when overtime would otherwise be required shall receive straight time pay for all such hours worked in addition to their regular bi weekly rate Operations Battalion Chiefs who are required by the Chief to attend extended generally more than four 4 hours training on their off duty time may be eligible for straight time pay for attendance at such training at the discretion of the Fire Chief d Police Lieutenants and Captains will receive compensation at time and one half of the top senior sergeant rate when working beyond their normal schedule for Grants Off Duty Police Services Avenue Detail SWAT related incidents major case investigations and special events e Overtime shall be approved in advance by the Department Director or supervisor and reviewed periodically by the Department Director Overtime shall be kept to a minimum and shall be utilized to relieve specific occasional peak workloads or emergencies H SHIFT PREMIUM Non exempt employees shall be eligible for a 50 shift premium added to their base pay if the employee is regularly scheduled through shift selection or designated assignment to work a 2 nd or 3rd shift schedule 3rd or 4th shift schedule for Police I TELEPHONE CALL Non exempt employees who are called by a supervisor on the telephone outside of their regularly scheduled hours to provide information related to the operation of the department shall be paid for the time actually spent on the telephone but not less than one hour s straight time This does not apply to employees receiving the Stand by Duty pay J EMERGENCY CALL IN Non exempt employees who have left the worksite or are in a paid leave status and who are called to return to work outside of their regularly scheduled hours to handle emergency situations that could not be anticipated will be eligible for a lump sum of 100 as call in pay K ASSIGNED SHIFT CHANGE a This applies to Utilities employees who operate on shifts When a non exempt employee is required to work outside their assigned shift the employee will be paid as follows Page 5 of 6

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Employees notified for a change of assigned shift for a duration of more than one week and are given 48 hours or more notice shall be paid 1 00 per hour added to their base pay for all hours worked for the duration of the scheduled shift Employees notified for a change of assigned shift for a duration of one week or less and are given 48 hours or more notice shall be paid 2 00 per hour added to their base pay for all hours worked for the duration of the scheduled shift Employees notified for a change of assigned shift and are given less than a 48 hour notice shall be paid 50 per day for the first 48 hours and then the employee shall be paid pursuant to the above The 1 00 and 2 00 premium pay shall be added to the employee s regular base rate for purposes of calculating the overtime rate b This applies to Department of Public Works employees who operate on shifts When a non exempt employee is required to work outside their assigned shift the employee will be paid as follows Employees notified for a change of assigned shift shall be paid 50 per day L STAND BY DUTY Employees who are required by their department director to be on stand by duty required to remain within a one 1 hour response area accessible by phone or pager etc shall receive one hour s pay for each day of stand by and 2 two hours if on the actual holiday does not include the observed holiday All employees required to be on stand by must remain physically fit and ready for duty and must continue to abide by City policies i e Drug Free Workplace M CALL DUTY EMERGENCY RESPONSE Excludes Directors Deputy Directors Assistant Police Chief Police Captains and Police Lieutenants Any exempt employee not on Stand By Duty who is required to report to duty for emergency operations e g snowplowing water main breaks facilities and grounds and technology issues storms other disasters may be eligible for additional compensation in the form of a bonus as outlined below If the employee reports for work and works less than three 3 hours the employee shall be entitled to 75 00 for each report If the employee reports for work and works between 3 5 hours the employee shall be entitled to 200 00 for each report If the employee reports for work and works between 5 8 hours the employee shall be entitled to 400 00 for each report If the employee reports for work and works more than 8 hours the employee shall be entitled to 500 00 for each report Page 6 of 6

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CITY OF APPLETON CORRECTIVE ACTION REPORT Department __________________________________ Date Issued __________________ Employee s Name _____________________________________________________________ please print The following corrective action has been taken _____ Documented Verbal Warning _____ Written Warning _____ Suspension Prior Warning s _____________________________________________________________ _________________________________________________________________________ Rule Violated _________________________________________________________________ ____________________________________________________________________________ Circumstances ________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ Expected Corrective Action ____________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ Further Penalties Future infractions will result in further corrective action up to and including discharge Employee Assistance Program The City of Appleton provides to employees an Employee Assistance Program If you have personal issues which are affecting your work performance or behavior at work the Employee Assistance Program is available and the City of Appleton encourages you to use it You may call ComPsych GuidanceResources at 844 393 4982 I have received and read this Corrective Action Report ____________________________________________ Employee Signature ___________________ Date ____________________________________________ Supervisor Signature ___________________ Date cc Union Questions to ask J TRAINING 2021 New Supervisor Orientation NSO Binder 2 Tab 3 Corrective Action Report 2016 doc

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SUPERVISOR CHECKLIST REPORT FOR EFFECTIVE DISCIPLINE Note This report should be completed when disciplinary action is warranted Prior to administering discipline complete the Disciplinary Warning Notice form and review both forms with Human Resources Employee s Name _________________________________ Date _____________ Employee s Job Title _______________________________ Date of Incident ________________ Incident ____________________ Give an accurate account of what happened Be specific _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ Indicate corrective steps needed _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ Employee s account of the situation _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ Were there witnesses to the incident ______________________________________________ Was the employee aware of the rule policy or procedure Was the rule policy or procedure properly communicated Have you spoken previously to the employee about this matter If so when Has the rule policy or procedure been consistently enforced Have there been other violations Yes_____ No_____ Yes_____ No_____ Yes_____ No_____ Yes_____ No_____ Yes_____ No_____ If so describe action s taken Has any previous corrective action with this employee been necessary Yes_____ No_____ If so describe briefly Can you back up this record with facts Did you complete a fair investigation Yes_____ No_____ Yes_____ No_____ What is the appropriate and justifiable discipline for this infraction Disciplinary action should fit the situation discourage recurrence and encourage better performance by employees _____Oral Warning _____Oral Documented Warning _____Written Warning _____Suspension ____days _____Termination _____Other J TRAINING 2021 New Supervisor Orientation NSO Binder 2 Tab 3 Corrective Action Report 2016 doc

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CITY OF APPLETON PERSONNEL POLICIES ISSUE DATE August 21 2014 POLICY SOURCE Human Resources Department Reviewed by Legal Services Date July 18 2014 March 31 2017 July 6 2020 I TITLE PERFORMANCE MANAGEMENT LAST UPDATE August 2020 AUDIENCE Non Represented Employees SECTION Human Resources Committee Approval Date August 11 2014 October 6 2014 May 8 2017 October 14 2020 Council Approval Date August 20 2014 October 15 2014 May 17 2017 October 21 2020 TOTAL PAGES 4 PURPOSE Performance management evaluations shall be considered in decisions affecting placement salary adjustment overtime assignments promotions transfers demotions corrective action or dismissal order of lay off re employment and training II POLICY It is the policy of the City of Appleton to administer a Performance Management Program which will help assess an employee s work performance and effectiveness allow the employee and supervisor to set objective goals and review them review competencies assigned to the position suggest constructive action for improvement suggest constructive action for development and training and provide positive feedback in areas of excellence III DISCUSSION The Human Resources Director shall be responsible for the overall administration of the employee Performance Management Program and is responsible for ensuring that procedures are handled according to the provisions of this policy IV DEFINITIONS A Exceptional Performance Consistently and substantially exceeds requirements of the position and performs at optimal levels of effectiveness Exhibits exceptional quality while meeting challenging demands B Consistent Performance Performance meets and sometimes exceeds job requirements Demonstrates successful performance on most major assignments and objectives and consistently exceeds position requirements in some areas C Inconsistent Performance Inconsistently meets or fails to meet requirements and standards Performance is not at expected levels Includes employees who may be new to their job and learning new skills and or an 1 of 4

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employee who needs to improve and develop in their job D Goals Meaningful measurable duties that reflect what the employee is expected to accomplish over a period of time E Competencies Measurable or observable knowledge skills abilities and behaviors critical to success in a job Competencies are included on each employee s job description and all evaluations provide for a detailed description for each of the competencies an employee will be evaluated on F Development Plan A set of goals given to an employee as a result of the employee s performance The development plan should give specific details of the areas on which the employee should focus either to enhance positive performance or improve deficient performance G Performance Evaluation PE The performance evaluation is an on line evaluation used to evaluate the employee s performance for goals competencies assigned to each employee Employees who do not meet the requirements for a particular level of performance may still be eligible for a performance adjustment based on unique circumstances The Department Director must make a recommendation along with justification to Human Resources along with the employees completed evaluation for that year as outlined in the Salary Administration Policy V PROCEDURE FOR REGULAR FULL TIME AND REGULAR PART TIME EMPLOYEES Each supervisor and employee shall follow the timelines and procedures outlined below A Initial Appointment to a Position Each employee shall be formally evaluated at month three month six for Community Service Officers following appointment to a position In the Trial Period Evaluation employees will be evaluated by their supervisor on basic expectations for the position along with the five competencies for their position When the Trial Period Evaluation is completed the employee will be assigned an annual review form B Goal Competency Entry in Evaluations All non represented employees supervisors are required to enter 2 5 goals into the annual performance evaluation template that is assigned to their position by the established deadline typically mid February If goals are not entered by the deadline the employee will not be eligible for a performance increase for that year If extenuating circumstances exist that will delay the employee s goals being entered e g employee is on approved medical leave the employee s supervisor should discuss this with their HR Generalist prior to the deadline The five competencies for the position will be pre loaded into the employee s evaluation form Supervisors should provide a weight to each of the goals they are assigning to the employee Overall rating will be 50 Goals and 50 Competencies The goals weights shall be reviewed and approved by the employee s supervisor and if required by the Department Director C Ongoing Review Supervisors and employees are encouraged to use the online system throughout the year to document both positive and constructive feedback including adding notes and attachments e g commendations from customers Supervisors should 2 of 4

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meet with their employees to discuss performance throughout the year D Year end Review Employees and supervisors shall meet prior to the evaluation due date to review performance for that year Employees will have the ability to input comments into their evaluation If an employee feels their performance is at the exceptional level they are required to provide comments justification in their evaluation After the employee completes commenting in the evaluation the employee must forward the evaluation to their supervisor for rating and comments The supervisor shall indicate the rating for each goal and competency and will be required to make comments if they are rating the employee exceptional or inconsistent A consistent rating means the employee is consistently doing their job and does not require comments An employee who is rated inconsistent by their supervisor will be required to have a development plan unless the inconsistent rating is because the employee is new and just learning their job Employee s with a development plan will not be eligible to receive a pay increase until criteria of the plan is met and sustained for a minimum of 90 days and is approved by their supervisor After the supervisor completes rating and making comments on the evaluation the supervisor must forward the evaluation to the supervisor s supervisor etc The Department Director shall approve all evaluations for their department All employees are required to electronically sign the year end evaluation through the on line PE system If they refuse to sign the document it will be considered incomplete and they will not be eligible for a pay increase for that year E Review by Human Resources Human Resources will review to ensure consistency of all performance evaluations and recommendations from the supervisors before making the salary adjustments The forms will be reviewed for accuracy completeness and justification based on the City s Salary Administration Policy Human Resources will work with Department Directors to follow up with the appropriate supervisors to obtain further supporting documentation if needed F Electronic Input All responses and ratings shall be put into the NEOgov com electronic performance management system and will become part of the employee s permanent record G Supervisor Changes Supervisors shall be responsible for evaluating any employees assigned to them at the beginning of the year If an employee transfers to another department the new supervisor shall be responsible for working with the previous supervisor to gain feedback to evaluate the employee H Supervisors Leaving City Employment Supervisors who leave City employment shall be responsible for completing evaluations prior to their leaving for all employees under their supervision I Development Plans Training Development plans can be used to enhance already positive performance or to address areas of deficiencies a To Enhance Positive Performance If there is an area in which the employee can improve the employee and supervisor can identify goals and opportunities by which to develop these skills Examples of opportunities that may be pursued include on the job training offsite training and assigning higher levels of responsibility and or special projects that 3 of 4

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DIRECTORS DEPUTY DIRECTORS Communication Vision Organizational Savvy Strategic Mindset Decision Quality COMMUNICATION Clearly conveys and receives information and ideas to individuals or groups Invites and constructively responds to feedback Keeps others informed as appropriate Demonstrates effective written oral and listening skills Maintains a positive attitude consistently despite difficult or challenging circumstances and communicates positively when working with others Organizations thrive when the flow of information and ideas is timely and accurate When quality of communication is a consistent high priority Good communication results in mutual understanding harmony and action Poor communication wastes time and resources hinders goal accomplishment and sours relationships Leaders communicate to inform persuade coach and inspire People at all levels share ideas learn from each other and keep each other informed about problems opportunities progress and solutions Effective communicators provide a clear message that is understood by everyone in the audience These employees are attentive listeners who are open to others ideas They deliver a message that is consistent but fine tuned for a particular audience It has just the right tone The perfect pacing The best possible wording The audience finds the message to be crisp Relevant Impactful Effective communication whether written or verbal enables these employees to convey this vision to point the way forward and to energize others to work together and pull in the same direction Exceptional Delivers messages in a clear compelling and concise manner Actively listens and checks for understanding Articulates messages in a way that is broadly understandable Adjusts communication content and style to meet the needs of diverse stakeholders Models and encourages the expression of diverse ideas and opinions Consistent Is effective in a variety of communication settings one on one small and large groups or among diverse styles and position levels Attentively listens to others Adjusts to fit the audience and the message Provides timely and helpful information to others across the organization Encourages the open expression of diverse ideas and opinions

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Inconsistent Has difficulty communicating clear written and verbal messages Tends to always communicate the same way without adjusting to diverse audiences Doesn t take the time to listen or understand others viewpoints Doesn t consistently share information others need to do their jobs Resources Adams S 2013 November 19 How to communicate effectively at work Forbes Charan R 2012 June 21 The discipline of listening Harvard Business Review Blog Network Cherry K n d Types of nonverbal communication 8 Major nonverbal behaviors About com Psychology Cohan P 2012 December 4 5 Ways to communicate more clearly Inc Nierenberg A 2005 February 17 Adapting to different communication styles Small Business Advocate Bailey E P Jr 2007 Writing and speaking at work 4th ed Upper Saddle River NJ Prentice Hall Bough B Condrill J 2005 101 Ways to improve your communication skills instantly 4th ed San Antinio TX GoalMinds Inc Garcia H F 2012 The power of communication Skills to build trust inspire loyalty and lead effectively Upper Saddle River NJ FT Press Hamilton C 2013 Communicating for results A guide for business and the professions Boston MA Cengage Learning Weeks H 2008 Failure to communicate How conversations go wrong and what you can do to right them Boston MA Harvard Business School Press

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VISIONARY Takes a long term view and acts as a catalyst for organizational charges Builds a shared vision with others Influences others to translate vision into action Capably translates high level strategies into practice implementation strategies When faced with ongoing uncertainty and change people look for something they can hold on to Believe in Aspire toward Employees want to know that what they do matters That they re contributing to something worthwhile Larger than themselves A sound purpose and inspiring vision whether for an organization team project or initiative fuel commitment and unify efforts People are more engaged when they understand how what they do connects to the big picture Employees make better decisions when they know where they re headed Staff are more resilient when setbacks occur knowing they re on the right path To influence others to pursue a meaningful direction create a vision of the future you want to achieve together A future that captivates the group s imagination If that vision isn t inspiring to you on a personal level it won t light any fires in others either If you are passionate about the purpose about closing the gap between current reality and the future you desire you still need to find a way to ignite that passion in others Shape and deliver a message that appeals to the core interests and values of your audience But words along aren t enough You need to demonstrate your commitment to the purpose and vision you espouse This will inspire others to show their commitment as well Exceptional Articulates a compelling inspired and relatable vision Communicates the vision with a sense of purpose about the future Makes the vision sharable by everyone Instills and sustains organization wide energy for what is possible Consistent Talks about future possibilities in a positive way Creates milestones and symbols to rally support behind the vision Articulates the vision in a way everyone can relate to Creates organization wide energy and optimism for the future Shows personal commitment to the vision

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Inconsistent Fails to personally connect with organization s vision Has difficulty describing the vision in a compelling way Can t simplify enough to help people understand complex strategy Struggles to energize and build excitement in others Resources Baskin e 2014 January 6 To align employees keep the vision simple and unique to your culture Good Company Frost S n d How to align employees with company goals Chron Tabaka M 2010 August 24 3 Steps to make your vision work for you Inc Chappelow C 2012 September 5 5 Rules for making your vision stick Fast Company Ways to Excel Be a change agent for a new process product or service Create a symbol for the change and champion it through to implementation Assist a floundering team in developing a clear sense of propose and a compelling vision for the future Take a strategic assignment that involves charting new ground and communicating the vision to a critical audience Prepare and present a strategic proposal to senior leaders that involves a change in direction and a request for sponsorship and resources Lead or be a team member on a start up that requires creating a team charter to unify focus and inspire the team

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POLITICALLY SAVVY Has knowledge of and works will within a political setting Exhibits appropriate diplomacy when dealing with official or bureaucratic networks Understands the climate and culture of the organization its form and informal power structures Identifies builds influences and strengthens internal supports bases Ably maneuvers and achieves goals within politically charged environments Views organizational politics as a necessary part of work like and adjusts to that reality Organizations are made up of formal structure policies buildings inventory intellectual property and so forth They may be logically planned and brilliantly orchestrated but while human beings are still at the core things can get messy It s the human element that interjects politics emotion uncertainty intrigue and conflict Often we end up dealing with the confusing blend of the rational and irrational the controlled and the random the spoken and the unsaid It s easy to get lost in the fog Organizational savvy is the compass that guides you swiftly and without mishap to your destination People who do this well understand the difference between what the organization intends to be versus the reality These leaders tend to read the unwritten signs to navigate the organizational maze know who has power and influence and appreciate who has respect And these leaders are aware of who only has a title They know which messages work and which ones don t and use their understanding to move things forward for the greater good In short these employees are masters at getting work done in an organizational setting So accept the complexity of your organization Don t fight it Learn how to work with it to your advantage Exceptional Navigates the political complexities of the organization easily Has a clear understanding of other groups business priorities Avoids provoking tension between groups Uses knowledge of organizational culture to achieve objectives Consistent Is sensitive to how people and organizations function Anticipates land mines and plans approach accordingly Deals comfortable with organizational politics Knows who has power respect and influence Steers through the organizational maze to get things done

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Inconsistent Overlooks or disregards the political complexities of the organization Pursues own area s goals without considering the impact on other groups Says and does things that strain organizational relationships Tends to be impatient with organizational processes and makes political errors Resources Warrell M 2013 August 20 Are you too agreeable 7 Strategies to push back without coming off pushy Forbes Brim B 2006 February 9 The best way to influence others Gallup Business Journal Marcus B 2012 September 5 Hate politics You still need to be political to advance your career Forbes Musselwhite C 2007 October 1 Self awareness and the effective leader Inc Brandon R Sheldman M 2004 Survival of the savvy High integrity political tactics for career and company success New Your NY Free Press George B Sims P 2007 True north Discover your authentic leadership San Francisco CA Jossey Bass Katzenbach J R Khan Z 2010 Leading outside the lines How to mobilize the in formal organization energize your team and get better results San Francisco CA Jossey Bass

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STRATEGIC MINDSET Able to devise define and outline constructive strategies Sees future path clearly and is able to translate high level strategies into practical implementation strategy Determines objectives and sets priorities anticipates potential threats or opportunities Being strategic involves looking planning and moving into the future with clear intentions and purposeful actions Some think being strategic is an either or proposition that a person is either tactical or strategic Focused on the short term or long term Interested in details or the big picture While many people gravitate toward one side a strategic mindset requires readiness for both It s about doing things today with an eye toward tomorrow Making decisions now that will lead the organization toward its future objectives Like deciding where to invest to capitalize on emerging trends in your market Like building internal capabilities that will help bring a new strategy to life To develop a strategic mindset you need to thoroughly understand the territory in which you operate You need to understand what unique capabilities your unit or organization has to offer You need to consistently ask where you are going and how you will get there Exceptional Sees the big picture constantly imagines future scenarios and creates strategies to sustain competitive advantage Is a visionary and able to articulately paint credible pictures and visions of possibilities and likelihoods Formulates a clear strategy and maps the aggressive steps that will clearly accelerate the organization toward its strategic goals Consistent Anticipates future trends and implications accurately Readily poses future scenarios Articulates credible pictures and visions of possibilities that will create sustainable value Creates competitive and breakthrough strategies that show a clear connection between vision and action Inconsistent Is more comfortable in the tactical here and now Spends little time or effort thinking about or working on strategic issues Contributes little to strategic discussions Lacks the disciplined thought processes to pull together varying elements into a coherent view

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Resources Birshan M Kar J 2012 July Becoming more strategic Three tips for any executive McKinsey Quarterly Clark D 2013 October 8 What s keeping you from being strategic Forbes Green H 2012 September 11 Strategy ain t what it used to be Forbes Hatch J Sweig J 2001 March April Strategic flexibility The key to growth Ivey Business Journal Sirkin H L 2013 September 23 The key to corporate fitness Agility and flexibility Bloomberg Businessweek Morgan M Levitt R E Malek W A 2008 Executing your strategy How to break it down and get it done Boston MA Harvard Business School Publishing Did you know A strategic approach to leadership is on average 10 times more significant to a leader s perceived effectiveness that other behaviors At least that s what a global survey of 60 000 managers conducted by the Management Research Group found Strategic minded leaders tend to look much more broadly when solving problems and making decisions These leaders think in multiple time frames balancing achieving things now with planning for potential future outcomes These leaders think systemically making connections and understanding the impact their decisions have on other parts of the organization The study also revealed that those with the highest ratings on these skills associated with strategic mindset were four times more likely than their lower scoring counterparts to be viewed as high potential within their organization

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DECISION MAKER Capably makes decisions in a timely manner Weighs options carefully and thoroughly Can take action without total picture when required Collaborates in decision making when appropriate Bases decisions on facts versus personal interest or bias Communicates decisions clearly and directly Making good decisions can be challenging short time frames limited information impatient people waiting for answers in the face of difficult trade offs Good decisions are based upon a mixture of analysis wisdom experience and judgment Trouble is people are not all that good at making decisions Employees tend to overestimate their ability to make good judgments and are overconfident in forecasting outcomes Making quality decisions in organizations today means working in an environment where ambiguity and uncertainty are the norm Where considering whom to engage what information to gather and when to apply helpful tools are all considerations to take into account Sound decisions come from a balance between speed and quality Being totally correct all the time isn t a realistic goal Instead it s about being correct enough on decisions to move ahead and allow adequate time for effective execution Exceptional Decisively makes high quality decisions even when based on incomplete information or in the face of uncertainty Actively seeks input from pertinent sources to make timely and well informed decisions Skillfully separates opinions from facts Is respected by others for displaying superior judgment Consistent Makes sound decisions even in the absence of complete information Relies on a mixture of analysis wisdom experience and judgment when making decisions Considers all relevant factors and uses appropriate decision making criteria and principles Recognizes when a quick 80 solution will suffice Inconsistent Approaches decisions haphazardly or delays decision making Makes decisions based on incomplete data or inaccurate assumptions Ignores different points of view or makes decisions that impact short term results at the expense of longer term goals

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FRONT LINE SUPERVISORS Communication Staff Development Motivate Problem Solving Adaptability Flexibility COMMUNICATION Clearly conveys and receives information and ideas to individuals or groups Invites and constructively responds to feedback Keeps others informed as appropriate Demonstrates effective written oral and listening skills Maintains a positive attitude consistently despite difficult or challenging circumstances and communicates positively when working with others Organizations thrive when the flow of information and ideas is timely and accurate When quality of communication is a consistent high priority Good communication results in mutual understanding harmony and action Poor communication wastes time and resources hinders goal accomplishment and sours relationships Leaders communicate to inform persuade coach and inspire People at all levels share ideas learn from each other and keep each other informed about problems opportunities progress and solutions Effective communicators provide a clear message that is understood by everyone in the audience These employees are attentive listeners who are open to others ideas They deliver a message that is consistent but fine tuned for a particular audience It has just the right tone The perfect pacing The best possible wording The audience finds the message to be crisp Relevant Impactful Effective communication whether written or verbal enables these employees to convey this vision to point the way forward and to energize others to work together and pull in the same direction Exceptional Delivers messages in a clear compelling and concise manner Actively listens and checks for understanding Articulates messages in a way that is broadly understandable Adjusts communication content and style to meet the needs of diverse stakeholders Models and encourages the expression of diverse ideas and opinions Consistent Is effective in a variety of communication settings one on one small and large groups or among diverse styles and position levels Attentively listens to others Adjusts to fit the audience and the message Provides timely and helpful information to others across the organization Encourages the open expression of diverse ideas and opinions

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Inconsistent Has difficulty communicating clear written and verbal messages Tends to always communicate the same way without adjusting to diverse audiences Doesn t take the time to listen or understand others viewpoints Doesn t consistently share information others need to do their jobs Resources Adams S 2013 November 19 How to communicate effectively at work Forbes Charan R 2012 June 21 The discipline of listening Harvard Business Review Blog Network Cherry K n d Types of nonverbal communication 8 Major nonverbal behaviors About com Psychology Cohan P 2012 December 4 5 Ways to communicate more clearly Inc Nierenberg A 2005 February 17 Adapting to different communication styles Small Business Advocate Bailey E P Jr 2007 Writing and speaking at work 4th ed Upper Saddle River NJ Prentice Hall Bough B Condrill J 2005 101 Ways to improve your communication skills instantly 4th ed San Antonio TX GoalMinds Inc Garcia H F 2012 The power of communication Skills to build trust inspire loyalty and lead effectively Upper Saddle River NJ FT Press Hamilton C 2013 Communicating for results A guide for business and the professions Boston MA Cengage Learning Weeks H 2008 Failure to communicate How conversations go wrong and what you can do to right them Boston MA Harvard Business School Press

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STAFF DEVELOPMENT Skilled at formal training or informal coaching and instructing Promotes and conducts developmental discussions Demonstrates support for developmental goals and needs of organization and team members Provides challenging and stretch assignments for staff Supports development system within the organization Provides constructive specific feedback to others to help in their development Most people want to grow and develop to be as effective as possible and able to take on bigger more significant challenges Organizations need people to develop as the nature of their role and the organization changes Talent development is about creating pools of people ready and willing to take on new challenges and step up when needed It s a continuous process of building skill and capability at an individual and organizational level It works best as a three part harmony First the person needs to be ambitious and willing to do what s required to grow and progress People won t grow if they don t want to Second the organization has to have a process in place to help those who want to grow People won t grow if the organization shows no interest and offers no support And third those with responsibility for developing others have to be prepared to play an active part People won t grow if you don t make is a priority to their full potential People need support Get it right and you ll develop a more effective efficient productive and motivated workforce Exceptional Views talent development as an organizational imperative Consistently uses multiple methods to develop others Stays alert for developmental assignments both inside and outside own workgroup Readily articulates the value and benefit of stretch assignments to others Consistent Places a high priority on developing others Develops others through coaching feedback exposure and stretch assignments Aligns employee career development goals with organizational objectives Encourages people to accept developmental moves Inconsistent Doesn t take time to work on development of others Is a check the box developer goes with the easiest option to fulfill talent development obligations Doesn t make sure of available organization resources and systems to develop others Has difficulty identifying developmental moves or assignments

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MOTIVATE Able to assess each person s motive and use it to get the best out of each employee Creates a climate in which people want to do their best Pushes others to try new things and stretch themselves to become better Makes each individual feel their work is important Is someone people like working for and with Greater things can happen when people are engaged Think of three accomplishments you re proud of then ask yourself what was driving your engagement when you achieved them If you can figure out what increases the engagement level of others and focus on building that accomplishments will be greater Engaged employees are more productive because work behavior is energized focused and more aligned to the needs of the organization Retention rates are higher among engaged employees because employees are challenged by work in the context of a supportive environment with a caring encouraging and empowering boss Employees feel appreciated listened to and supported Multiple studies in a variety of industries have shown that increases in employee engagement result in improvements in profitability quality productivity revenue customer satisfaction innovation and retention Engaged employees care about the right things the things that best serve the organization Staff views the organization s problems as their own Employees take personal responsibility for the success of the organization and go the extra mile But people are different What triggers engagement and keeps it high differs considerably Engaging everyone takes a varied approach so adapt to individuals Find out what makes your employees tick so you keep your staff engaged Exceptional Creates a positive and motivating working environment Knows what motivates different people and aligns work accordingly Gives others appropriate latitude to get work done Invites input from others Makes people feel that their contributions are visible and valued Consistent Structures the work so it aligns with people s goals and motivators Empowers others Makes each person feel like the employee s contributions are important Invites input and shares ownership and visibility Shows a clear connection between people s motivators and the organizational goals

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Inconsistent Has little insight into what motivates others Doesn t give people enough flexibility and autonomy to work Does little to create enthusiasm Is unwilling to share ownership and give up control of assignments Resources Hill J Lineback K 2011 June 28 Build your group into a true team Bloomberg Businessweek Jackson N M 2009 April 17 Team building with a purpose Entrepreneur David S 2013 July 15 Disengaged employees Do something about it Harvard Business Review Blog Network Vorhauser Smith S 2013 August 14 How the best places to work are nailing employee engagement Forbes Biro M M 2012 October 14 Your employees are engaged REALLY Forbes Roth T 2013 January 18 Engagement starts with your leaders Training Magazine Anderson A R 2013 April 17 Good employees make mistakes Great leaders allow them to Forbes Goldsmith M 2010 April 23 Empowering your employees to empower themselves Harvard Business Review Blog Network Loehr J Schwartz T 2003 The power of full engagement Managing energy not time is the key to high performance and personal renewal New York NY Free Press Thomas K W 2009 Intrinsic motivation at work What really drives employee engagement 2nd ed San Francisco CA Berrett Koehler Publishers

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PROBLEM SOLVING Sees and is able to define problems and find causes Owns the problem until resolution Finds workable solutions or works with other resources to resolve the issue Proactively implements solutions and changes as needed to keep small problems from becoming big problems Looks beyond the obvious and doesn t stop at the surface symptoms Exceptional Adept at seeing patterns to identify the root cause of a problem Always looks for a win win solution to a problem to help both the customer and the organization Once a problem is identified identifies other areas where a similar problem may exists and finds solutions to deter from other issues arising Consistent Always looks beyond the obvious and doesn t stop at the first answers Personally follows up with the customer to ensure that the problem is resolved Once a problem is uncovered the employee works with internal or external resources to ensure the issue doesn t happen again Anticipates problems and makes recommendations of how processes or issues can proactively be resolved Works to find root causes and doesn t just focus on the symptoms and superficial causes Involves customers or stakeholders when generating new solutions or alternatives Hold self personally responsible for ensuring new solutions are implemented successfully Inconsistent Jumps to conclusions without exploring options to resolve the problem May be a fire ready aim type May miss the complexity of a problem and force it to what the employee is most comfortable with Responds quickly without full follow through or analysis to get through it quickly May be stuck in the past to what worked before cannot think creatively to resolve problems in different or innovative ways

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ADAPTABILITY FLEXIBILITY Maintains focus and positive attitude amidst change or when under pressure Able to modify or shift behaviors in response to changing conditions new information or customers needs Accepts and embraces changes in the job or in the organization Maintains productivity and effectiveness in spite of changes Is able to see the merits of different perspectives Those skilled at situational adaptability recognize the need to be flexible and act differently because no two situations are exactly alike The employee knows that using the same approach tone and style in different settings may be consistent but not necessarily effective You wouldn t behave the same way in a team brainstorming discussion as you would when managing a customer complaint or navigating a politically charged strategy session Quickly adjusting and fine tuning your behavior in real time allows you to be versatile in different situations and interactions with others Situational adaptability means paying attention to circumstances and adjusting accordingly Bringing empathy in times of stress and change firm direction in times of uncertainty or diplomacy in times of conflict Continuously gauge the impact you re having and stay alert to make adjustments to your demeanor and approach Be flexible to meet the needs of the moment The outcome will be ease of transaction and effectiveness of interaction Exceptional Picks up on the need to change personal interpersonal and leadership behavior quickly Observes situational and group dynamics and selects best fit approach Seamlessly adapts style to fit the specific needs of others Consistent Picks up on situational cues and adjusts in the moment Readily adapts personal interpersonal and leadership behavior Understands that different situations may call for different approaches Can act differently depending on the circumstances Inconsistent Uses same style and approach regardless of the situation Fails to notice changing situational demands Expects others to adjust to one own s preferred style and approach Thinks being true to self is all that matters Doesn t take time to understand interpersonal dynamics

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SUPERVISION COMMON GOAL There is a major career transition point when a person needs to shift from doing the work to getting work done through others The transition is difficult for many It means giving up direct control over the work which involves more risk More need to trust and equip others to get the work done And a shift in focus from personal achievement to enabling and empowering others Another major transition happens when a leader stops being the expert in a particular function area discipline and instead starts leading the experts A tough transition again to give up being the person most in the know Leaders who succeed at these transitions start developing new skills and know when it s time to stop relying on the old These leaders learn to set clear expectations to track progress and to communicate information that people need to do their jobs These leaders focus shifts to helping others develop skills and jobs The supervisor s focus shifts to helping others gain confidence Guide Delegate And trust Navigate these leadership rites of passage and you ll not only help other people be successful you ll be on your way to becoming more successful in yours Exceptional Masterfully matches people to assignments Conveys clear performance expectations and follows up consistently Actively seeks to develop full potential by setting stretch goals and objectives pushing individuals or teams to perform at full potential or higher levels Delegates work in a way that empowers ownership Tracks how work is progressing without meddling Identifies and resolves performance deficiencies through appropriate means Consistent Provides clear direction and accountabilities Delegates and distributes assignments and decisions appropriately Monitors progress by maintaining dialogue on work and results Provides appropriate guidance and direction based on people s capabilities Intervenes as needed to remove obstacles Inconsistent Provides incomplete vague or disorganized instructions Delegates work to people without giving them sufficient guidance Sets goals and objectives so easy to achieve that people are demotivated in the process Saves high profile tasks for self Does not address performance deficiencies timely or through appropriate means

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PROFESSIONAL NON SUPERVISORY Communication Self Directed Autonomous Problem Solving Technical Skills Creative Innovative COMMUNICATION Clearly conveys and receives information and ideas to individuals or groups Invites and constructively responds to feedback Keeps others informed as appropriate Demonstrates effective written oral and listening skills Maintains a positive attitude consistently despite difficult or challenging circumstances and communicates positively when working with others Organizations thrive when the flow of information and ideas is timely and accurate When quality of communication is a consistent high priority Good communication results in mutual understanding harmony and action Poor communication wastes time and resources hinders goal accomplishment and sours relationships Leaders communicate to inform persuade coach and inspire People at all levels share ideas learn from each other and keep each other informed about problems opportunities progress and solutions Effective communicators provide a clear message that is understood by everyone in the audience These employees are attentive listeners who are open to others ideas They deliver a message that is consistent but fine tuned for a particular audience It has just the right tone The perfect pacing The best possible wording The audience finds the message to be crisp Relevant Impactful Effective communication whether written or verbal enables these employees to convey this vision to point the way forward and to energize others to work together and pull in the same direction Exceptional Delivers messages in a clear compelling and concise manner Actively listens and checks for understanding Articulates messages in a way that is broadly understandable Adjusts communication content and style to meet the needs of diverse stakeholders Models and encourages the expression of diverse ideas and opinions Consistent Is effective in a variety of communication settings one on one small and large groups or among diverse styles and position levels Attentively listens to others Adjusts to fit the audience and the message Provides timely and helpful information to others across the organization Encourages the open expression of diverse ideas and opinions

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Inconsistent Has difficulty communicating clear written and verbal messages Tends to always communicate the same way without adjusting to diverse audiences Doesn t take the time to listen or understand others viewpoints Doesn t consistently share information others need to do their jobs Resources Adams S 2013 November 19 How to communicate effectively at work Forbes Charan R 2012 June 21 The discipline of listening Harvard Business Review Blog Network Cherry K n d Types of nonverbal communication 8 Major nonverbal behaviors About com Psychology Cohan P 2012 December 4 5 Ways to communicate more clearly Inc Nierenberg A 2005 February 17 Adapting to different communication styles Small Business Advocate Bailey E P Jr 2007 Writing and speaking at work 4th ed Upper Saddle River NJ Prentice Hall Bough B Condrill J 2005 101 Ways to improve your communication skills instantly 4th ed San Antonio TX GoalMinds Inc Garcia H F 2012 The power of communication Skills to build trust inspire loyalty and lead effectively Upper Saddle River NJ FT Press Hamilton C 2013 Communicating for results A guide for business and the professions Boston MA Cengage Learning Weeks H 2008 Failure to communicate How conversations go wrong and what you can do to right them Boston MA Harvard Business School Press

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SELF DIRECTED AUTONOMOUS Works well and achieves results with little or no supervision and few directions Internally motivated does not require support of peers or a team to complete tasks Sets timelines and goals for self Holds self personally accountable to keeping commitments and achieving results Takes personal responsibility for dealing with and or correcting customer service issues and concerns Keeps supervisor informed of progress issues and potential problems Exceptional Self motivated even during tough times to stay productive and creative Continually identifies ways to contribute to the success of a team project or relationship Continually strives towards accomplishments while keeping supervisor informed of progress Consistent Consistently goes the extra mile to satisfy demand within the scope of own skills and authority Effectively manages an efficient operation within a set budget Assembles and leads teams to achieve established goals within deadlines Collaborates with internal and external stakeholders to proactively solve issues or problems Inconsistent Does not hold self accountable to keeping commitments and making deadlines Does not keep others informed of progress Needs supervision to achieve results

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PROBLEM SOLVING Sees and is able to define problems and find causes Owns the problem until resolution Finds workable solutions or works with other resources to resolve the issue Proactively implements solutions and changes as needed to keep small problems from becoming big problems Looks beyond the obvious and doesn t stop at the surface symptoms Exceptional Adept at seeing patterns to identify the root cause of a problem Always looks for a win win solution to a problem to help both the customer and the organization Once a problem is identified identifies other areas where a similar problem may exist and finds solutions to deter from other issues arising Consistent Always looks beyond the obvious and doesn t stop at the first answers Personally follows up with the customer to ensure that the problem is resolved Once a problem is uncovered the employee works with internal or external resources to ensure the issue doesn t happen again Anticipates problems and makes recommendations of how processes or issues can proactively be resolved Works to find root causes and doesn t just focus on the symptoms and superficial causes Involves customers or stakeholders when generating new solutions or alternatives Hold self personally responsible for ensuring new solutions are implemented successfully Inconsistent Jumps to conclusions without exploring options to resolve the problem May be a fire ready aim type May miss the complexity of a problem and force sit it to what the employee is most comfortable with Responds quickly without full follow through or analysis to get through it quickly May be stuck in the past to what worked before cannot think creatively to resolve problems in different or innovative ways

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TECHNICAL SKILLS Possesses and uses knowledge that specifically relates to the job at and Demonstrates mastery of required job related knowledge and mastery in performing essential job requirements Takes specific action to maintain or expand knowledge skills and expertise Understands this industry its standards practices and processes Exceptional Can readily identify and resolve issues when they emerge based on their knowledge and experience Proactively pursues education training to become more proficient in an area subject Seeks to improve their department or organization by sharing knowledge and helping others become proficient in an area subject Consistent Understands all work procedures and methods Continually learns new tools and skills and teaches others Anticipates and acquires skills before they are needed Adapts well to technological developments relevant to the work Inconsistent Retraining needed Does not have skills or lack of use has eroded skills New technology or advancements have surpassed existing understanding

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CREATIVE INNOVATIVE Generates and or recognizes imaginative or creative solutions Is open minded Models and encourages constructive non traditional thinking Demonstrates initiatives and the ability to find information or solutions needed for assignments or projects Develops new and unique ideas Is open to new ideas from others and can see problems from another s perspective Organizations need innovation to survive and thrive in the constantly changing competitive landscape How can they stay ahead of the curve A first step is to make innovation a priority To enlist contributors and leaders at all levels to spearhead innovations large and small It requires paying attention to what customers want and need new and improved products services solutions and experiences It means generating lots of ideas and nurturing the best ones while they re being transformed into something tangible It means constantly improving operational processes even replacing them altogether harnessing the latest research and technology Innovation also involves rethinking your organization s business model the value proposition markets revenue streams To be an effective innovator you need to take initiative and collaborate with people who have diverse points of view You need to get comfortable taking risks To experiment and apply what you learned from mistakes and failures Even if you don t consider yourself to be naturally creative it can be awakened at any time Learn about the process of innovation and the tools that support it Embrace the mindset that you and your organization are never done never satisfied never standing still Exceptional Moves beyond traditional ways of doing things pushes past the status quo Continually assesses the market potential of an innovative idea or solution Finds and champions the best creative ideas and actively moves them into implementation Tries multiple varied approaches to innovative ideas Builds excitement in others to explore creative options Consistent Comes up with useful ideas that are new better or unique Introduces new ways of looking at problems Can take a creative idea and put it into practice Encourages diverse thinking to promote and nurture innovation

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Inconsistent Stays within comfort zone rather than experimenting with new ways of looking at things Presents ideas that are ordinary conventional and from the past Tends to be critical of others original ideas Has a style that discourages the creative initiatives of others Resources Rayport J F 2012 April 24 Free your frontline workers to innovate Harvard Business Review Blog Network Anthony S 2013 July 30 Five ways to innovate faster Harvard Business Review Blog Network Bass C 2012 February 27 TEDxBerkeley Carl Bass The new rules of innovation Video file TED Liedtka J 2012 November 28 How to innovate without a miracle Forbes Adair J 2009 Leadership for innovation How to organize team creativity and harvest ideas Philadelphia PA Kogan Page Limited Afuah A 2009 Strategic innovation New game strategies for competitive advantage New York NY Routledge Anthony S D Johnson M W Sinfield J V Altman E J 2008 The innovator s guide to growth Putting disruptive innovation to work Boston MA Harvard Business Review Press Gertner J 2013 The idea factory Bell labs and the great age of American innovation New York NY Penguin Press Teece D J 2009 Dynamic capabilities and strategic management organizing for innovation and growth New York NY Oxford University Press

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FRONT LINE CUSTOMER SERVICE Communication Customer Focus Handling Difficult People Problem Solving Adaptability Flexibility COMMUNICATION Clearly conveys and receives information and ideas to individuals or groups Invites and constructively responds to feedback Keeps others informed as appropriate Demonstrates effective written oral and listening skills Maintains a positive attitude consistently despite difficult or challenging circumstances and communicates positively when working with others Organizations thrive when the flow of information and ideas is timely and accurate When quality of communication is a consistent high priority Good communication results in mutual understanding harmony and action Poor communication wastes time and resources hinders goal accomplishment and sours relationships Leaders communicate to inform persuade coach and inspire People at all levels share ideas learn from each other and keep each other informed about problems opportunities progress and solutions Effective communicators provide a clear message that is understood by everyone in the audience These employees are attentive listeners who are open to others ideas They deliver a message that is consistent but fine tuned for a particular audience It has just the right tone The perfect pacing The best possible wording The audience finds the message to be crisp Relevant Impactful Effective communication whether written or verbal enables these employees to convey this vision to point the way forward and to energize others to work together and pull in the same direction Exceptional Delivers messages in a clear compelling and concise manner Actively listens and checks for understanding Articulates messages in a way that is broadly understandable Adjusts communication content and style to meet the needs of diverse stakeholders Models and encourages the expression of diverse ideas and opinions Consistent Is effective in a variety of communication settings one on one small and large groups or among diverse styles and position levels Attentively listens to others Adjusts to fit the audience and the message Provides timely and helpful information to others across the organization Encourages the open expression of diverse ideas and opinions

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Inconsistent Has difficulty communicating clear written and verbal messages Tends to always communicate the same way without adjusting to diverse audiences Doesn t take the time to listen or understand others viewpoints Doesn t consistently share information others need to do their jobs Resources Adams S 2013 November 19 How to communicate effectively at work Forbes Charan R 2012 June 21 The discipline of listening Harvard Business Review Blog Network Cherry K n d Types of nonverbal communication 8 Major nonverbal behaviors About com Psychology Cohan P 2012 December 4 5 Ways to communicate more clearly Inc Nierenberg A 2005 February 17 Adapting to different communication styles Small Business Advocate Bailey E P Jr 2007 Writing and speaking at work 4th ed Upper Saddle River NJ Prentice Hall Bough B Condrill J 2005 101 Ways to improve your communication skills instantly 4th ed San Antonio TX GoalMinds Inc Garcia H F 2012 The power of communication Skills to build trust inspire loyalty and lead effectively Upper Saddle River NJ FT Press Hamilton C 2013 Communicating for results A guide for business and the professions Boston MA Cengage Learning Weeks H 2008 Failure to communicate How conversations go wrong and what you can do to right them Boston MA Harvard Business School Press

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CUSTOMER FOCUS Discovers understands and meets needs of customers internal and external Gives customer needs priority and responds quickly to customer concerns Builds positive customer relationships Does not allow internal company issues or personal feelings to interfere with customer service The most important people in any organization are customers Whether for profit or non profit community based social serving or governmental agency there is always a customer of some kind at the heart of most every action Without customers it s likely your organization would not exist In some roles there is a direct link to external customers and in others the connection is more indirect Or the customer you primarily serve is inside the organization Bottom line those who please customers the most will win Winning organizations are always customer oriented and responsive Winning strategies always include a customer facing lens Being successful means continuously paying attention to customer needs and adapting as these evolve You need to evaluate and flex understand and respond A focus on customers opens up thinking drives innovation and creates a responsive and agile organization Internal or external they re equally important It s hard to develop a high level of customer satisfaction externally if those within the organization are disengaged Exceptional Anticipates customer needs and provides services that are beyond customer expectations Uses customer insights to drive and guide the development of new offerings Serves as a strategic partner to build grow and maintain profitable and long lasting relationships with key accounts Consistent Gains insight into customer needs Identifies opportunities that benefit the customer Builds and delivers solutions that meet customer expectations Establishes and maintains effective customer relationships Inconsistent Is unaware of customer expectations Acts on incomplete or inaccurate understanding of customer needs Conducts work activities from an internal operational standpoint Fails to build effective relationships with key customers

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HANDLING DIFFCULT PEOPLE Able to constructively deal with customers who are upset or challenging Listens well and allows the person to vent Maintains personal and procedural boundaries moving interaction towards a satisfactory conclusion Does not allow harsh words or strong negativity to affect his her composure Exceptional Strong ability to listen to understand Able to identify core issues that are communicated by an upset customer Able to listen under intense situations to an irate customer and find win win solutions Consistent Consistently relates to all kinds of people inside and outside the organization Able to defuse even high tension situations comfortably Never loses composure when dealing with an irate customer and always acts professionally Continually handles emotions well under pressure and does not let frustration show when dealing with difficult people and situations Inconsistent Unwilling to handle criticism and complaints from customers even if unsubstantiated Does not listen well to customers and becomes defensive when confronted with a difficult customer Appears to not listen or is too busy constructing his her own response Gets caught up in emotional reaction versus trying to understand and listen to the customers perspective on the situation

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PROBLEM SOLVING Sees and is able to define problems and find causes Owns the problem until resolution Finds workable solutions or works with other resources to resolve the issue Proactively implements solutions and changes as needed to keep small problems from becoming big problems Looks beyond the obvious and doesn t stop at the surface symptoms Exceptional Adept at seeing patterns to identify the root cause of a problem Always looks for a win win solution to a problem to help both the customer and the organization Once a problem is identified identifies other areas where a similar problem may exists and finds solutions to deter from other issues arising Consistent Always looks beyond the obvious and doesn t stop at the first answers Personally follows up with the customer to ensure that the problem is resolved Once a problem is uncovered the employee works with internal or external resources to ensure the issue doesn t happen again Anticipates problems and makes recommendations of how processes or issues can proactively be resolved Works to find root causes and doesn t just focus on the symptoms and superficial causes Involves customers or stakeholders when generating new solutions or alternatives Hold self personally responsible for ensuring new solutions are implemented successfully Inconsistent Jumps to conclusions without exploring options to resolve the problem May be a fire ready aim type May miss the complexity of a problem and force sit it to what the employee is most comfortable with Responds quickly without full follow through or analysis to get through it quickly May be stuck in the past to what worked before cannot think creatively to resolve problems in different or innovative ways

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ADAPTABILITY FLEXIBILITY Maintains focus and positive attitude amidst change or when under pressure Able to modify or shift behaviors in response to changing conditions new information or customers needs Accepts and embraces changes a job or in the organization Maintains productivity and effectiveness in spite of changes Is able to see the merits of different perspectives Those skilled at situational adaptability recognize the need to be flexible and act differently because no two situations are exactly alike These employees know that using the same approach tone and style in different settings may be consistent but not necessarily effective You wouldn t behave the same way in a team brainstorming discussion as you would when managing a customer complaint or navigating a politically charged strategy session Quickly adjusting and fine tuning your behavior in real time allows you to be versatile in different situations and interactions with others Situational adaptability means paying attention to circumstances and adjusting accordingly Bringing empathy in times of stress and change firm direction in times of uncertainty or diplomacy in times of conflict Continuously gauge the impact you re having and stay alert to make adjustments to your demeanor and approach Be flexible to meet the needs of the moment The outcome will be ease of transaction and effectiveness of interaction Exceptional Identifies the need to change personal interpersonal and leadership behavior quickly Observes situational and group dynamics and selects best fit approach Seamlessly adapts style to fit the specific needs of others Consistent Picks up on situational cues and adjusts in the moment Readily adapts personal interpersonal and leadership behavior Understands that different situations may call for different approaches Can act differently depending on the circumstances Inconsistent Uses same style and approach regardless of the situation Fails to notice changing situational demands Expects others to adjust to one s own preferred style and approach Things being true to self is all that matters Doesn t take time to understand interpersonal dynamics

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LEAD WORKER COMPETENCY All Lead Workers those with the word Lead in their job description title will be given the Front line Customer Service competencies which have been modified slightly to recognize their greater responsibilities Instead of Handling Difficult People they will have the Lead Work Projects Tasks competency assigned in their evaluation each year Lead Work Projects Tasks Assigns tasks and communicates with project team effectively Takes lead when needed to ensure successful completion of project or task Creates a positive motivating work climate Constructively guides people and processes to achieve objectives Manages participatively yet delegates effectively Exceptional Masterfully matches people to assignments Conveys clear performance expectations and follows up consistently Delegates work in a way that empowers ownership Tracks how work is progressing without meddling Consistent Provides appropriate guidance and direction Delegates assignments and decisions appropriately Monitors progress by maintaining dialogue on work and results Intervenes as needed to remove obstacles Inconsistent Provides incomplete vague or disorganized instructions Delegates work to people without giving them sufficient guidance Micromanages and intrudes when things aren t being done the way you would do them

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GENERAL EMPLOYEE Customer Focus Adaptability Flexibility Technical Skills Communication Positive Attitude CUSTOMER FOCUS Discovers understands and meets needs of customers internal and external Gives customer needs priority and responds quickly to customer concerns Builds positive customer relationships Does not allow internal company issues or personal feelings to interfere with customer service The most important people in any organization are customers Whether for profit or non profit community based social serving or governmental agency there is always a customer of some kind at the heart of most every action Without customers it s likely your organization would not exist In some roles there is a direct link to external customers and in others the connection is more indirect Or the customer you primarily serve is inside the organization Bottom line those who please customers the most will win Winning organizations are always customer oriented and responsive Winning strategies always include a customer facing lens Being successful means continuously paying attention to customer needs and adapting as these evolve You need to evaluate and flex understand and respond A focus on customers opens up thinking drives innovation and creates a responsive and agile organization Internal or external they re equally important It s hard to develop a high level of customer satisfaction externally if those within the organization are disengaged Exceptional Anticipates customer needs and provides services that are beyond customer expectations Uses customer insights to drive and guide the development of new offerings Serves as a strategic partner to build grow and maintain profitable and long lasting relationships with key accounts Consistent Gains insight into customer needs Identifies opportunities that benefit the customer Builds and delivers solutions that meet customer expectations Establishes and maintains effective customer relationships

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Inconsistent Is unaware of customer expectations Acts on incomplete or inaccurate understanding of customer needs Conducts work activities from an internal operational standpoint Fails to build effective relationships with key customers Resources Hall A 2013 May 17 Listening to customers yields success Forbes Spiegelman P 2010 January 18 Connect with your customers Entrepreneur Merholz P 2009 March 6 The best way to understand your customers Harvard Business Review Blog Network Steinkirchner S 2012 August 22 5 Ways to improve your customer service Forbes Young Entrepreneur Council 2013 December 4 4 Ways to turn an angry customer into a satisfied one at your startup Upstart Business Journal Cockerell L 2013 The customer rules The 39 essential rules for delivering sensational service New York NY Crown Publishing Group Curtin S 2013 Delight your customers 7 Simple ways to raise your customer service from ordinary to extraordinary New York NY AMACOM

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ADAPTABILITY FLEXIBILITY Maintains focus and positive attitude amidst change or when under pressure Able to modify or shift behaviors in response to changing conditions new information or customers needs Accepts and embraces changes in a job or in the organization Maintains productivity and effectiveness in spite of changes Is able to see the merits of different perspectives Those skilled at situational adaptability recognize the need to be flexible and act differently because no two situations are exactly alike These employees know that using the same approach tone and style in different settings may be consistent but not necessarily effective You wouldn t behave the same way in a team brainstorming discussion as you would when managing a customer complaint or navigating a politically charged strategy session Quickly adjusting and fine tuning your behavior in real time allows you to be versatile in different situations and interactions with others Situational adaptability means paying attention to circumstances and adjusting accordingly Bringing empathy in times of stress and change firm direction in times of uncertainty or diplomacy in times of conflict Continuously gauge the impact you re having and stay alert to make adjustments to your demeanor and approach Be flexible to meet the needs of the moment The outcome will be ease of transaction and effectiveness of interaction Exceptional Identifies the need to change personal interpersonal and leadership behavior quickly Observes situational and group dynamics and selects best fit approach Seamlessly adapts style to fit the specific needs of others Consistent Picks up on situational cues and adjusts in the moment Readily adapts personal interpersonal and leadership behavior Understands that different situations may call for different approaches Can act differently depending on the circumstances Inconsistent Uses same style and approach regardless of the situation Fails to notice changing situational demands Expects others to adjust to one own s preferred style and approach Things being true to self is all that matters Doesn t take time to understand interpersonal dynamics

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TECHNICAL SKILLS Possesses and uses knowledge that specifically relates to the job at hand Demonstrates mastery of required job related knowledge and mastery in performing essential job requirements Takes specific action to maintain or expand knowledge skills and expertise Understands this industry its standards practices and processes Exceptional Can readily identify and resolve issues when they emerge based on their knowledge and experience Proactively pursues education training to become more proficient in an area subject Seeks to improve their department or organization by sharing knowledge and helping others become proficient in an area subject Consistent Understands all work procedures and methods Continually learns new tools and skills and teaches others Anticipates and acquires skills before they are needed Adapts well to technological developments relevant to the work Inconsistent Retraining needed Does not have skills or lack of use has eroded skills New technology or advancements have surpassed existing understanding

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COMMUNICATION Clearly conveys and receives information and ideas to individuals or groups Invites and constructively responds to feedback Keeps others informed as appropriate Demonstrates effective written oral and listening skills Maintains a positive attitude consistently despite difficult or challenging circumstances and communicates positively when working with others Organizations thrive when the flow of information and ideas is timely and accurate When quality of communication is a consistent high priority Good communication results in mutual understanding harmony and action Poor communication wastes time and resources hinders goal accomplishment and sours relationships Leaders communicate to inform persuade coach and inspire People at all levels share ideas learn from each other and keep each other informed about problems opportunities progress and solutions Effective communicators provide a clear message that is understood by everyone in the audience These employees are attentive listeners who are open to others ideas They deliver a message that is consistent but fine tuned for a particular audience It has just the right tone The perfect pacing The best possible wording The audience finds the message to be crisp Relevant Impactful Effective communication whether written or verbal enables these employees to convey this vision to point the way forward and to energize others to work together and pull in the same direction Exceptional Delivers messages in a clear compelling and concise manner Actively listens and checks for understanding Articulates messages in a way that is broadly understandable Adjusts communication content and style to meet the needs of diverse stakeholders Models and encourages the expression of diverse ideas and opinions Consistent Is effective in a variety of communication settings one on one small and large groups or among diverse styles and position levels Attentively listens to others Adjusts to fit the audience and the message Provides timely and helpful information to others across the organization Encourages the open expression of diverse ideas and opinions Inconsistent Has difficulty communicating clear written and verbal messages Tends to always communicate the same way without adjusting to diverse audiences Doesn t take the time to listen or understand others viewpoints Doesn t consistently share information others need to do their jobs

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Resources Adams S 2013 November 19 How to communicate effectively at work Forbes Charan R 2012 June 21 The discipline of listening Harvard Business Review Blog Network Cherry K n d Types of nonverbal communication 8 Major nonverbal behaviors About com Psychology Cohan P 2012 December 4 5 Ways to communicate more clearly Inc Nierenberg A 2005 February 17 Adapting to different communication styles Small Business Advocate Bailey E P Jr 2007 Writing and speaking at work 4th ed Upper Saddle River NJ Prentice Hall Bough B Condrill J 2005 101 Ways to improve your communication skills instantly 4th ed San Antonio TX GoalMinds Inc Garcia H F 2012 The power of communication Skills to build trust inspire loyalty and lead effectively Upper Saddle River NJ FT Press Hamilton C 2013 Communicating for results A guide for business and the professions Boston MA Cengage Learning Weeks H 2008 Failure to communicate How conversations go wrong and what you can do to right them Boston MA Harvard Business School Press

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POSITIVE ATTITUDE Hopeful about the future Confident in his her abilities to achieve goals and excited about the possibilities of positive new experiences Bypasses obstacles to find the good parts of a bad situation Exceptional Leads by example intentionally displaying a positive attitude and purposely trying to be a positive influence on others Seeks out solutions and encourages others to do the same especially during tough times Finds ways to promote positivity in others e g sharing education articles training Consistent Consistently maintains optimism through ups and downs and bounces back undaunted Exhibits passion and excitement for one s work Provides continual positive energy Is a positive influence on other team members customers and the work environment Maintains constructive and positive attitude despite difficult situations Readily accepts new challenges or experiences Focuses on solutions rather than problems Inconsistent Exhibits negativity in action or words and is a poor influence on others Shuts down at the prospect of a new challenge or experience Is unwilling to behave in a way that might help to solve or improve a bad or unhappy situation Always assumes that there is something wrong with other people and is not self reflective Completely apathetic uncaring or inconsiderate about the feelings of others or the effect of one s behavior on others

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FMLA Family Medical Leaves of Absences PURPOSE To outline for employees the conditions which an employee may request time off for a period of time as prescribed by law with no loss of accumulated service if the employee returns to work POLICY It is the policy of the City of Appleton to comply with all applicable State and Federal laws concerning family medical or caretaking leave This policy applies only to leave claimed under State or Federal law Leave claimed under this policy may overlap or duplicate leave available under collective bargaining agreements or other personnel policies Sick leave vacation and leave of absence provisions under any collective bargaining agreements remain in effect Leaves provided by the City which are taken for the same reasons as leaves covered by the FMLA are not in addition to leave provided under the FMLA If leave qualifies for family or medical leave under either or both the federal and state laws the leave used counts against the employee s entitlement under both State and Federal FMLA concurrently Leave covered by the FMLA will be deducted from the entitlement under the FMLA Both State and Federal Family and Medical Leave entitlement will be counted based on a calendar year JanuaryDecember In order for employees to be eligible for leave under the Federal Family Medical Leave provisions they must have been employed by the City for at least 52 consecutive weeks and must have worked at least 1250 hours during the preceding 52 week period In order for employees to be eligible for a leave under the Wisconsin Family Medical Leave provision they must have been employed by the City for at least 52 consecutive weeks and must have been paid for at least 1000 hours during the preceding 52 week period If an employee is maintained on the payroll for any part of the week the week counts as a week of employment 1 Up to 6 weeks of family leave for the birth or adoption of a child This leave must commence within 16 weeks of the birth or adoption of a child If nonconsecutive leave is taken the last increment of the nonconsecutive leave must commence no later than 16 weeks after the birth or adoption date 2 Up to 2 weeks of family leave to care for a child legal ward spouse or parent including parent in laws suffering from a serious health condition 3 Up to 2 weeks of medical leave for an employee to care for their own serious health condition which renders them unable to perform the essential functions of the job Federal law allows employees a total of 12 weeks for 1 Family leave for the birth of an employee s child or because of the placement of a child with the employee for adoption or foster care 2 Family leave to care for a child legal ward spouse or parent suffering from a serious health condition 3 Medical leave for an employee to care for their own serious health condition which renders them unable to perform the essential functions of the job 1

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FMLA Family Medical Leaves of Absences DISCUSSION This policy provides an introduction to the rights provision of the family and medical leave laws Specific questions an employee may have about this law should be directed to the City of Appleton Human Resources Department SERIOUS HEALTH CONDITION DEFINITION Wisconsin FMLA Federal FMLA A serious health condition is defined as a disabling physical or mental illness injury or impairment involving A serious health condition is defined as an illness injury impairment or physical or mental condition that involves a Inpatient care in hospital nursing home or hospice or b Outpatient care with continuing treatment or supervision by a health care provider a Any period of incapacity or treatment requiring inpatient care i e an overnight stay in a hospital hospice or residential medical care facility or b Any period of incapacity requiring absence from work school or other regular daily activities of more than three calendar days and continuing treatment by or under the supervision of a health care provider or c Continuing treatment by or under the supervision of a health care provider for a chronic or longterm health condition that is incurable or so serious that if not treated would likely result in a period of incapacity of more than three calendar days PROCEDURES A Employee s Request Employees requesting leave must complete FMLA forms and submit to their supervisor at least 30 days before the need The supervisor must forward the written request to the department head and Human Resources Department If the 30 day notice is not possible the employee must notify their supervisor as soon as reasonable and practical This should be interpreted to mean within one to two working days of the employee learning of the need for leave Spouses employed by the City of Appleton are entitled to 12 weeks each of leave if the leave is taken 1 For the birth of a son or daughter or to care for the child after birth or 2 For the placement of a son or daughter for adoption or foster care or to care for the child after placement or 3 To care for a parent with a serious health condition B Employer Designation The City of Appleton will require completion of the FMLA forms when an employee misses more than three consecutive scheduled work days due to a qualifying FMLA If the leave is determined eligible it will automatically be counted against the employee s FMLA entitlement C Medical Certifications Prior to leave commencing medical certifications will be required to support a claim for leave for an employee s own serious health condition or to care for a seriously ill child spouse or parent All requests must include sufficient medical certification from the physician stating 2

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FMLA Family Medical Leaves of Absences PROCEDURES CONT 1 The date on which the serious health condition began 2 The probable duration of the condition and 3 The appropriate medical facts that the health care provider knows about the condition For the employee s own medical leave the certification must include a statement that the employee is unable to perform the functions of their position For leave to care for a seriously ill child spouse or parent the certification must include an estimate of the amount of time that the employee is needed to provide care The employee will be responsible for obtaining these certifications from the health care provider These forms are available from Human Resources and department supervisors Forms must be completed and returned no later than 15 days of receipt If the employee does not obtain the certification form the health care provider within 15 days the employee will be charged their available paid leave D Status while on Leave During the leave the employee must update their supervisor at least every 30 days of their status with health care provider certification and the intention to return to work E Second Opinion The City may require a second opinion and periodic re certification If a first and second opinion differ the City may require the binding opinion of a third health care provider approved jointly by the City and the employee paid for by the City F Workers Compensation Workers compensation will automatically be counted against the employee s Federal FMLA entitlement provided it meets the requirements G Intermittent Leave Under the Wisconsin FMLA provision intermittent leave may be taken as long as it does not unduly disrupt the department s operations Departments must notify Human Resources before approving such a request H Substitution Under the Wisconsin FMLA employees have the ability to substitute leave Under the Federal FMLA the City of Appleton requires the leave to be charged against any leave available such as vacation floating holidays personal days or compensatory time in the order to be chosen by the employee Sick leave may be used only if the reason for the sick leave use qualifies under current City policy or collective bargaining agreements whichever applies Leave can only be substituted up to the amount the employee has accrued on the books Leave beyond the FMLA entitlement must be approved in advance and subject to any collective bargaining agreements or policies and procedures Proof of parentage or placement prior to family leave being granted may be required I Return to Work Employees off on medical leave will be required to provide a return to work certification before they return to work indicating that the essential functions of the job can be performed J Approval Human Resources must approve or deny all requests K Return from FMLA Upon return from family or medical leave an employee will be returned to the position they held immediately prior to the leave if the position is vacant If the position is not vacant the employee will be placed in an equivalent employment position 3

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FMLA Family Medical Leaves of Absences PROCEDURES CONT If the employee extends their leave beyond the FMLA provisions and it has had prior approval job restoration and recall is subject to the terms of City personnel policies and or applicable collective bargaining agreements L Group Health Coverage Group health care coverage will continue for employees on leave as if they were still working Employees who are granted a leave under this policy are advised to arrange to pay their share if applicable of premiums during the absence If the leave is paid premiums will continue to be paid through payroll deductions If the leave is unpaid employees are responsible for making sure the City receives premium payments by the normal payroll dates If payments are not received within 30 days of the due date coverage may be discontinued This includes other benefits such as life dental flexible spending accounts etc M No Return to Work from FMLA If an employee chooses not to return to work e g return to work for 30 calendar days after an approved leave the City may recover from the employee the cost of any premiums made to maintain the employee s health insurance unless the failure to return is because of a serious health condition or reasons beyond the employee s control FALSIFICATION OF FORMS An employee will be subject to disciplinary action up to and including discharge for falsifying any information required or requested in applying for or receiving leave or benefits under the FMLA or this policy NURSING MOTHERS Under the section 4207 of the Patient Protection and Affordable Care Act of 2010 employees are allowed unpaid reasonable break time to express breast milk Interested employees should contact their supervisor or Human Resources and a private location will be identified CONTACT INFORMATION Please contact your HR Generalist with any questions or to request a FMLA packet Allison Keller Jessica MontMarquette allison keller appleton org jessica montmarquette appleton org 832 6457 832 5838 Police DPW Fire Utilities City Hall Valley Transit Library PRFM City of Appleton Human Resources Department 100 N Appleton Street Appleton WI 54911 4799 Phone 920 832 6458 Fax 920 832 5845 Email humanresources appleton org Revised June 2022 4

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Employee Instructions for Completing FMLA Paperwork If the reason for leave is Related to your own serious health condition or the serious health condition of a family member go to the TAN FORMS and have your physician complete the medical certification form If you know or can estimate what your time off needs will be please complete the enclosed calendar designating your time off benefits during your leave Related to a serious injury or illness of a Covered Service member or qualifying Exigency for Military Family leave please contact Human Resources HR for the appropriate forms Thirty 30 day notice must be given for a leave that is not an emergency situation Employees who take medical leave should make reasonable efforts to schedule treatments so as not to unduly disrupt business operations Return all completed forms to your designated HR Generalist Allison Keller Jessica MontMarquette allison keller appleton org jessica montmarquette appleton org 920 832 6457 920 832 5838 Police DPW Fire Utilities City Hall Valley Transit Library PRFM You may also fax or mail completed forms to City of Appleton Attn Human Resources 100 N Appleton Street Appleton WI 54911 Fax 920 832 5845 AFTER GIVING OUT A PACKET SEND A COPY OF THIS PAGE TO HR GENERALIST FAMILY MEDICAL LEAVE REQUEST Date of notification ________________________ Person requesting packet ______________________ Employee name ___________________________ Department _________________________________ Reason for leave ____Medical self ____Military exigency ____Caretaking medical ____Military caretaking ____Caretaking birth Date leave will begin ______________________ Approximate length of leave ____________________ Sent by _________________________________ Date packet mailed given ______________________

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Fax to City of Appleton Human Resources confidential fax 920 832 5845 FAMILY AND MEDICAL LEAVE HEALTH CARE PROVIDER CERTIFICATION Employee requesting leave ____________________________ Date _____________________ I ____________________________ confirm that ____________________________________ Name of Health Care Provider or Christian Science Practitioner Patient s name is under my care for an illness or injury impairment or physical or mental condition involving check the appropriate box Inpatient care in a hospital hospice or residential medical facility and or Any period of absence which Renders the person incapable of performing work school attendance or other regular activities and Involves continuing treatment or supervision by a health care provider Continuing treatment by or under the supervision of a health care provider for a chronic or long term health condition that is incurable or so serious that it may result in a period of incapacity Prenatal care or None of the above please describe_______________________________ In addition it is my understanding that the patient is check the appropriate box An employee of the City of Appleton The spouse of an employee The son or daughter of an employee The parent of an employee or None of the above please describe other relationship___________________ Accordingly I confirm that 1 My area of medical practice is ____________________________________________________ 2 The health condition commenced on ______________ and has the probable duration through _______________ 3 The patient was is being treated on an ___inpatient ____outpatient basis Did you or will you see the patient two or more times Please list dates__________________________________ 4 The medical facts regarding the health condition are as follows including the treatment employed for the condition If outpatient please state whether there was a regimen or continuing treatment involving medication and or treatment If so please describe the medication and or treatment plan and for what period of time said treatment is was required _____________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ 5 Was the procedure treatment scheduled in advance or on an emergency basis If scheduled in advance please indicate how many days in advance the treatment was scheduled Scheduled in advance________ Emergency basis ________ Date scheduled _____________________________________________ Tan

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If the patient is an employee the health condition must render the employee unable to perform the functions of his or her position which means the employee is unable to work at all or is unable to perform the essential functions of the position Please list the functions that the employee is able to perform in the chart below N Never Not Able O Occasional up to 4 times hr F Frequent up to 30x hr C Constant over 30x hr Specify Restrictions for 24 day N O F C Sitting Driving Lab W ork Yes __ No ___ X Rays Yes ___ No ___ Standing Walking Climbing B ending K neeling Squatting Crawling R L BIL Reaching Horiz push pull Reaching V ert above shoulder Gross Handling Finger M anipulation Single Grasping Repetitive Foot M ovement Is the employee limited in the number of hours per day he she may work ____yes ____no If yes please describe the limitation___________________________ Is an intermittent or reduced leave schedule needed If yes please describe ___________ _________________________________________________________________________ _________________________________________________________________________ If the patient is the spouse son daughter or parent of the employee the health condition of such individual must require that the employee is need to care for such individual A health condition for such individual must be such that it affects an individual s ability to engage in normal daily activities The employee will be needed to care for the spouse parent son or daughter on the following dates _________________________________________________________________________ ______________________________________________________________________________ Is the patient incapable of performing certain activities of daily living without assistance from the employee If no please list the activities _________________________________________ Describe the care to be provided by the employee ____________________________________ ______________________________________________________________________________ Is an intermittent or reduced work schedule needed If yes please describe___________ _________________________________________________________________________ _________________________________________________________________________ Dated this ________ day of _____________ 20__ __________________________________ Signature of Health Care Provider Christian Science Practitioner __________________________________ Address ___________________________ Telephone number ____________________________ City State Tan

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Medical Authorization Release I ________________________________ herby authorize the above reference health care provider or others to which I am directed to for care relative to the health condition set forth above to confer with medical representatives of the City of Appleton to clarify or supplement any information set forth herein without liability I also authorize the use or disclosure of my health information which may also be referenced as protected health information PHI as described in this authorization I also agree to provide such further authorizations as the Company may request to process and classify my requested time off for FMLA purposes HIPAA Authorization I understand that I have the right to revoke this authorization at any time by notifying my supervisor or the Human Resources Department I also understand that the revocation will only become effective after it is received and recorded by the City of Appleton I understand that any use or disclosure made prior to the time that such revocation becomes effective will not be affected by that revocation If I do not revoke this authorization it will expire at the end of my FMLA leave or shortly thereafter if additional time is needed to process documentation related to my leave for example verification of fitness for duty If the City of Appleton s representatives require additional information related to my health condition after my leave request and all related documentation is completed they must request that new authorization be signed by me I understand that I am entitled to receive a copy of this authorization form and acknowledge receipt of one Dated this_____day of ____________ 20__ ________________________________ Signature print name ______________________ City of Appleton Tan

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2023 FAMILY MEDICAL LEAVE EMPLOYEE ________________________________________________________________________________________ Please mark the actual dates of your absence based on codes listed below 2023 Calendar S M January T W T F S S M 1 2 3 4 5 6 7 8 9 10 11 12 13 14 5 6 15 16 17 18 19 20 21 12 22 23 24 25 26 27 28 29 30 31 S M T April W T F February T W T F S S M 1 2 3 4 7 8 9 10 11 5 6 13 14 15 16 17 18 12 19 20 21 22 23 24 25 26 27 28 S S 1 M T May W T F 2 3 4 5 6 F S 1 2 3 4 7 8 9 10 11 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 S 1 March T W T S M T June W T F S 1 2 3 2 3 4 5 6 7 8 7 8 9 10 11 12 13 4 5 6 7 8 9 10 9 10 11 12 13 14 15 14 15 16 17 18 19 20 11 12 13 14 15 16 17 16 17 18 19 20 21 22 21 22 23 24 25 26 27 18 19 20 21 22 23 24 23 24 25 26 27 28 29 28 29 30 31 25 26 27 28 29 30 T F S 30 S M T July W S M 1 T August W T F S 1 2 3 4 5 S M September T W T F S 1 2 2 3 4 5 6 7 8 6 7 8 9 10 11 12 3 4 5 6 7 8 9 9 10 11 12 13 14 15 13 14 15 16 17 18 19 10 11 12 13 14 15 16 16 17 18 19 20 21 22 20 21 22 23 24 25 26 17 18 19 20 21 22 23 23 24 25 26 27 28 29 27 28 29 30 31 24 25 26 27 28 29 30 30 31 October W T F S S S M T M 1 2 3 4 5 6 7 8 9 10 11 12 13 14 5 6 15 16 17 18 19 20 21 12 22 23 24 25 26 27 28 29 30 31 November T W T F S S M December T W T 1 2 3 4 7 8 9 10 11 3 4 5 6 13 14 15 16 17 18 10 11 12 19 20 21 22 23 24 25 17 18 26 27 28 29 30 24 25 F S 1 2 7 8 9 13 14 15 16 19 20 21 22 23 26 27 28 29 30 31 FV VACATION FN LEAVE NON PAID FS SICK LEAVE FY FLOATING HOLIDAY FO HOLIDAY FP PTO To be paid sick vacation floating holiday you must be eligible for those benefits under the City of Appleton policy and under the Family Medical Leave Act Approved by Human Resources ___________________________________________ Date ________________ Employee Signature _____________________________________________________ Date ________________

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Family and Medical Leave Policy Notice of Rights and Responsibilities The City of Appleton has received your leave request for family and medical leave The following information concerns your rights and obligations under the family and medical leave law and will explain the consequences of your failure to meet these obligations Please read the information carefully and if you have any questions please contact the Human Resources Department 1 Leave Entitlement The actual amount of time you spend on family and or medical leave will be subtracted from your 12 workweeks of unpaid leave entitlement under federal law and your state leave entitlement if any Leave rights are administered on a calendar year basis To be eligible for leave you must request leave not fewer than 15 days before your leave is to begin unless due to circumstances a shorter notice is necessary However notice must in all cases be given not later than three workdays after leave begins Leave may be taken on an intermittent or reduced leave schedule basis for a serious health condition after attempting to coordinate the period of absence with the City of Appleton In the event of a birth adoption or foster care placement intermittent leave will be permitted as required under state law 2 Medical Certification If your leave request is based on your own serious health condition or the serious health condition of your son daughter spouse or parent you must provide medical certification from the treating health care provider to the Human Resources Department within fifteen 15 days of its request or in cases of medical emergency or unforeseen circumstances as soon as possible after your leave begins If you fail to provide timely certification your leave request or you continuation of leave may be denied 3 Additional Certifications Upon request by the City of Appleton you must submit to another examination at the City Appleton s expense by a health care provider selected by the City of Appleton If the second opinion differs from the initial certification a third opinion may be obtained The third opinion is final and binding 4 Recertification You must provide the City of Appleton to the extent required by law with recertifications on a periodic basis that your serious health condition prevents you from performing your job functions or that you are needed to care for a family member with a serious health condition 5 Return to Work If you are on medical leave because of your own serious health condition you must provide the Human Resources Department with a Return to Work Certification signed by your health care provider before you can return to work If you fail to provide a Return to Work Certification your reinstatement will be denied until the required certification is provided 6 Substitution of Benefits Under Federal leave the City of Appleton has the ability to require that you substitute all vacation personal leave sick leave or comp days upon accrual of such leave provided you are eligible for such leave under City policy or collective bargaining agreements during the period of leave Under State leave you have the option of substituting accrued benefits for your State leave period When paid leave is substituted for unpaid leave that leave will not be available to you later nor will you be entitled to additional family and or medical leave as a result of the substitution of paid leave In addition because the eligibility requirements for worker s compensation benefits require a medical condition that meets the eligibility requirements for family medical leave the time you are off due to an on the job injury will automatically be counted against your federal FMLA entitlement 7 Maintenance of Health Insurance Coverage If your leave is unpaid you must make arrangements with Melody in the Human Resources Department to pay your insurance premiums if you pay an employee share 8 Employment Protection Upon returning to work from family or medical leave you will be reinstated to the position you held prior to leave or if you position is no longer available to an equivalent position If your leave extends beyond your 12 week FMLA entitlement the City of Appleton may fill your position 9 Recovery of Premiums If you fail to return to work after your family or medical leave you will be liable to the City of Appleton for any health coverage premiums paid on your behalf by the City of Appleton during your leave 10 Designation of Leave The City of Appleton will make a preliminary designation that your absence qualifies as family and medical leave When the required documentation is provided the City of Appleton will evaluate the information and make a determination as to whether the absence qualifies as family and medical leave Employee s Copy Retain for your records

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must be completed and submitted to HR prior to return to work RETURN TO WORK EMPLOYEE WORK RESTRICTION AUTHORIZATION Patient Name ______________________________________________________________ Current Job ________________________________________ Physician Name please print ______________________________________________________________ Phone __________ Fax _______________ Date you saw patient ___ __ ____ Full Time 2nd shift Mon Fri Part Time 1st shift Sun Thurs Seasonal 3rd shift Tues Sat Temporary Swing Wed Next scheduled work day ____ Shift ______ Shift Supervisor _____________________ Time In ______ Injury Date ____ ____ ____ Patient Description of Injury _______________________________________________________ Diagnosis _____________________________________________________________________ Treatment ___________________________________________________________________________________________________ Prescription strength meds orders Yes No Meds _________________________________________________________ Plan ____________________________________________________________________________________________________________ DISPOSITION 1 Patient is unable to work at this time 2 Recommend his her return to work with no limitations on DATE _________________ 3 He She may return DATE __________ with a daily time limitation of __________ and or with the following limitations until ________ or until re evaluation on ________ CHECK ONLY AS RELATES TO ABOVE CONDITION SEDENTARY WORK Lifting 10 pounds maximum and occasionally lifting and or carrying such articles as dockets ledgers and small tools Although a sedentary job is defined as one which involves sitting a certain amount of walking and standing is often necessary in carrying out job duties Jobs are sedentary if walking and standing are required only occasionally and other sedentary criteria are met N Never Not A ble O Occ as ional up to 4 times hr F Frequent up to 30x hr C Cons tant ov er 30x hr Spec if y Res trictions f or 24 day N O F C LIGHT WORK Lifting 20 pounds maximum with frequent lifting and or carrying of objects weighing up to 10 pounds Even though the weight lifted may be only a negligible amount a job is in this category when it requires walking or standing to a significant degree or when it involves sitting most of the time with a degree of pushing and pulling of arms and or leg controls Sitt ing D riv ing Lab W ork Yes __ No ___ X Rays Yes ___ No ___ Standing Walking Clim bing B ending LIGHT MEDIUM WORK Lifting 30 pounds maximum with frequent lifting and or carrying of K neeling Squatt ing Crawling R objects weighing up to 20 pounds L BIL Reac hing H oriz push pull MEDIUM WORK Lifting 50 pounds maximum with frequent lifting and or carrying of objects Reac hing V ert abov e shoulder Gross H andling weighing up to 25 pounds F inger M anipulat ion LIGHT HEAVY WORK Lifting 75 pounds maximum with frequent lifting and or carrying of objects weighing up to 40 pounds Single Grasping Repetitiv e F oot M ovem ent HEAVY WORK Lifting 100 pounds maximum with frequent lifting and or carrying of objects weighing up to 50 pounds OTHER INSTRUCTIONS AND OR LIMITATIONS SCHEDULED APPOINTMENTS SCHEDULED APPOINTMENTS Referral Clinic ________________ Date ________ Time ________ Referral Clinic _____________________ Date ________ Time _____ Time Out __________ Called Employer Date __________ Signature ________________________________________ I hereby authorize my attending physician and or hospital to release any information or copies thereof acquired in the course of my examination or treatment for the injury identified on this form to my employer or his representative PATIENT S SIGNATURE Date PHYSICIAN S SIGNATURE ___________________________________________________________ Date ________________________________________________ Green

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Vacant Position Checklist Packet Position _________________________________________________ Step Beginning Date ________________ Responsible for Completion Date Exit interview w departing employee HR _______ Termination checklist employee exit summary sent to supervisor HR _______ Review the J D and J A R Review competencies HR _______ Request to fill memo addressed to HR Director w reviewed J D J A R Hiring Supervisor _______ If change in duties or in table of organization must have approval of HR Comm Council Develop or update JDQ HR _______ Develop ad establish deadline date supervisor reviews HR _______ If 2nd ad is needed authorization will be completed for interdepartmental payment Establish timeline for process HR Hiring Supervisor _______ Establish interview questions HR Hiring Supervisor Review applications HR Hiring Supervisor _______ Administer testing if required HR _______ Schedule interviews HR _______ Interviews HR Hiring Supervisor _______ Reference checks employers HR _______ Administer testing if required HR _______ HR _______ HR _______ HR _______ 45 min apart unless specifically requested to be only 30 Recruitment Asst will get personal data from candidate Schedule appts for final candidate if required Psychological medical polygraph etc Complete job offer checklist Offer to final candidate may still be conditional on appts Send CDL forms if necessary located in forms drawer in HR Police CSO positions Include Authorization to Conduct Credit History Investigation Authorization for Release of Information and Release from Liability and Candidates Personal History Form Criminal background check HR Police _______ HR _______ HRG HR Director Mayor _______ Results will be given to HR Generalist Confirm offer schedule start date Upload offer letter to Onboarding cc supervisor w supervisor checklist Director positions Schedule time to clean prepare workspace

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Recruitment Area Checklist Position Deadline Generalist Hiring Managers Position Schedule Misc Post Crescent APL website Other Mailing Lists Open Positions List Other Social Media Intranet LinkedIn Twitter Facebook CVMIC WI Dept of Workforce Dev League of Municipalities Handshake Free Websites www careerbuilder com www indeed com www fox11online com www cvmic com https dwd wisconsin gov detapps www lwm info org https app joinhandshake com DiversityJobs com Careers in Government Paid Websites www diversityjobs com www careersingovernment com CareerBuilder paid by HR Indeed Fox 11 14 day posting 295 30 day 275 Additional Other Other Other Valley Transit TransitTalent com Amer Pub Transport Assoc APTA www apta com transitjobfinder com Mass Transit Magazine Com Transit Assoc of Amer CTAA www ctaa org WIPTA com WI Gov Finance Officers Assoc Finance www wicpa org www gfoa org www wgfoa com WILENET Police https wilenet widoj gov WI Institute of CPAs Gov Finance Officers Assoc 1

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Non Rep Non Rep Non Rep Non Rep Non Rep CED Assessor CED Assessor CED Assessor CED CED CED Finance Finance Finance Finance Finance Finance Finance Fire Fire Fire Fire Fire Fire Fire Fire Health Health Health Personal Property Assessment Technician Property Assessor Real Estate Assessment Technician Administrative Assistant Deputy Director Community and Economic Development Director Community and Economic Development Account Clerk I II Customer Service Accounting Supervisor Deputy Director Finance Enterprise Accounting Manager Finance Director Property Tax Specialist Utility Clerk Administrative Assistant Assistant to Fire Chief Battalion Chief Deputy Fire Chief Fire Captain Fire Chief Firefighter Fire Lieutenant Administrative Assistant City Sealer Emergency Management Coordinator Non Rep Non Rep Non Rep IAFF IAFF Non Rep IAFF Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep CED Assessor Department City Assessor Position Bargaining Unit FVTC Bordini Center Dept Exam Ramsey Combined Basic Skills Firefighter Fire Instructor I Certs 10 Key 10 Key Assessor I Cert WI Dept of Revenue Assessment Tech Cert WI Dept of Revenue Assessor II Cert WI Dept of Revenue Property Appraiser Cert WI Dept of Revenue Testing Certifications Miscellaneous POSITION REQUIREMENTS X X X X X X 48 48 48 Word Excel Typing 88 88 88 X X 88 EQ i EQ i Psych Hogan EQ i EQ i EQ i EQ i Hogan EQ i EQ i EQ i Hogan EQ i EQ i Data Entry Assessment RHQ V II II II II II II Physical X X X X X X APD Time Check CPAT Fitness Test

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Health Health Health Health Human Resources Human Resources Human Resources Human Resources Human Resources Human Resources Human Resources Information Technology Non Rep Information Technology Non Rep Information Technology Non Rep Information Technology Non Rep Information Technology Non Rep Information Technology Non Rep Information Technology Non Rep Information Technology Non Rep Legal Services Legal Services Legal Services Clerk Library Library Public Health Nurse Public Health Nurse Supervisor Public Health Officer Weights and Measures Specialist Administrative Assistant Administrative Support Specialist Benefits Coordinator Deputy Director of Human Resources Director of Human Resources Human Resources Generalist Staff Training Development Coordinator Help Desk Analyst Information Technology Director Information Technology Deputy Director Systems Administrator PC LAN Specialist Lead Systems Analyst ERP Systems Specialist Content Management Systems Analyst Deputy City Attorney Legal Assistant City Clerk Assistant Director Assistant Supervisor Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Health Environmentalist Non Rep Bargaining Unit Health Department Environmental Supervisor Position Reg Sanitarian WI Dept Health Bachelors Nursing from accrediated school Verify RN license Bachelors Nursing from accrediated school Verify RN license Reg Sanitarian WI Dept Health Operator Cert WI Dept Agriculture Testing Certifications Miscellaneous X X X X 56 56 X X Word Excel Typing 120 120 EQ i EQ i EQ i EQ i EQ i Hogan EQ i EQ i Hogan EQ i Hogan EQ i EQ i Data Entry Assessment V RHQ RHQ RHQ IV and Respirator IV and Respirator Physical X X X X X X X X APD Time Check Fitness Test

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Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Library Library Library Library Mayor PRFM PRFM PRFM PRFM PRFM PRFM PRFM PRFM PRFM PRFM PRFM PRFM PRFM PRFM PRFM PRFM PRFM PRFM Operations Clerk Administrative Support Specialist Section Supervisor Library Building Supervisor Executive Assistant to the Mayor Administrative Clerk III IV V Administrative Coordinator Carpenter Deputy Director Parks Recreation Director of Parks Recreation and Facilities Mgmt Electrician Facilities Controls Technician Facilities Manager Facilities Technician Electrician Golf Course Superintendent Clubhouse Supervisor Grounds Manager Grounds Coordinator Park Foreman HVAC Technician Pipefitter Plumber Recreation Manager Recreation Programmer Non Rep Non Rep Non Rep Non Rep Non Rep Library Network Services Supervisor Non Rep Bargaining Unit Library Department Library Director Position 120 88 120 EQ i Hogan EQ i V Air Conditioning Specialist SWA C Bordini Completion of apprenticeship prgrm refrigerant handling tech cert WIPP Parks Ground Maint EQ i EQ i EQ i EQ i EQ i EQ i V V III III III V V 56 48 56 IV Physical V X X EQ i EQ i EQ i Hogan Data Entry Assessment TBD X X 48 Word Excel Typing Combustion Control Tech MCT Bordini Completion of apprenticeship or equivalent training prgrm Carpenter Bordini completion or formal WI apprvd Carpenter s apprenticeship recognition as journeyman by bldg trades council Bordini tests Testing Certifications Miscellaneous X X X X X X X X APD Time Check Fitness Test

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Non Rep Non Rep Non Rep Non Rep Police Police Police Police Police Police Police Police Police Police Police Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Administrative Support Specialist Communication Specialist Community Service Officer Forensic Evidence Specialist Lead CSO Assistant Chief Police Fiscal Resources Manager Police Captain Police Chief Police Lieutenant Police Officer Administrative Support Specialist Arborist Assessment Tech Lead Worker Assistant City Engineer Assistant Traffic Engineer City Forester City Surveyor Customer Service Specialist Civil Engineer Deputy Director Of Operations Deputy Director City Engineer Engineering Technician Horticulturist Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep APPA Police Sup Non Rep Police Sup Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Police Administrative Services Supervisor Non Rep Bargaining Unit Police Department Executive Assistant to the Police Chief Position Horticulturist Internal Exam Engineering Tech Internal Exam P E registration P E registration Registered Prof Land Surveyor P E registration Arborist Internal Exam Spelling Reading Comp Sentence Clarity Language Arts Biddle PEP Personal Evaluation Profile PEP Personal Evaluation Profile PEP Personal Evaluation Profile PEP Personal Evaluation Profile PEP Personal Evaluation Profile PEP Personal Evaluation Profile PEP Personal Evaluation Profile PEP Testing Certifications Miscellaneous X X X X 56 56 Word Excel Typing 88 120 88 120 EQ i EQ i EQ i EQ i Psych III IV III III I I I EQ i I EQ i I I V I Physical Psych Hogan if internal EQ i EQ i EQ i Data Entry Assessment X X X X X X X X X X X X APD Time Check X X X Fitness Test

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Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Utilities Utilities Utilities Utilities Utilities Utilities Inspector Inspector Erosion Control Inspector Plumbing Inventory Control Clerk Laborer Mechanic Meter Operations Technician Office Manager Operations Foreman CEA Operations Foreman Sanitation Operator I DPW Operator II DPW Parking Utility Manager Public Works Director Purchasing Clerk Safety Training Coord Foreman I Serviceperson and Part time Serviceperson Traffic Engineer Utility Locator Electrician Administrative Support Specialist Biosolids Pretreatment Prgm Coord Confidential Assistant Deputy Director Of Utilities Instrumentation Technician Department Inspections Supervisor Position Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Bargaining Unit FVTC Bordini Center Instrument Tech P E registration P E registration WI PP Laborer WI PP Laborer 88 120 120 EQ i EQ i EQ i Hogan EQ i EQ i EQ i V IV III IV III III III III III III III III WIPP Heavy Mechanic TBD III WI PP Laborer IV IV Physical Internal Exam EQ i EQ i Data Entry Assessment III 56 Word Excel Typing Erosion Control Cert Cert Dept of Commerce in UDC Commercial Plumbing Cert Dept of Commerce in Building Inspections Cert Dept of Commerce in Building Inspections Testing Certifications Miscellaneous APD Time Check Fitness Test

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Utilities Utilities Utilities Utilities Utilities Utilities Utilities Utilities Utilities Utilities Valley Transit Valley Transit Valley Transit Valley Transit Valley Transit Valley Transit Valley Transit Valley Transit Valley Transit Valley Transit Valley Transit Valley Transit Liquids Operator Maintenance Specialist Millwright Relief Operator Maintenance Helper Solids Operator Technical Services Manager Utilities Director Utility Worker Water Operations Supervisor Water Plant Operator WW Operations Supervisor Assistant General Manager VT Bus Driver Stand By General Manager VT Mechanic I II Mobility Manager Revenue Clerk Service Person Transit Administrative Serv Manager Transit Communication Technician Transit Maintenance Supervisor Transit Marketing Coordinator Transit Operations Supervisor Non Rep Non Rep Non Rep VT Non Rep VT VT Non Rep VT Non Rep VT Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Non Rep Bargaining Unit Presentation at Interview Mechanic Ergometrics People Sense Driving State of WI Operator Cert State Cert State Cert FVTC Bordini Center Algebra Mechanical Concepts Cert FVTC Bordini Center Chemistry Algebra X 88 88 EQ i EQ i EQ i EQ i Hogan EQ i EQ i EQ i Hogan EQ i III III VI VI III VI III VI III III V V V V V V IV Physical V Data Entry Assessment FVTC Bordini Center Mechanical Concepts Algebra Algebra indicator only Word Excel Typing State of WI Operator Cert w Lab Sub Class FVTC Bordini Center Chemistry Algebra Testing Certifications Miscellaneous APD Time Check Indicator Only RHQ Respirator Health Questionnaire Sent to TCAW this is a respirator only They get the medical questionnaire form mailed to them which is returned to occ health The other parts of the V medical are not needed Updated Feb 2023 Utilities Department Laboratory Technician Position Fitness Test

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INTERVIEW CHECKLIST Position ________________________________________________________________ Generalist ________________________________________________________________ Details Interview Date s ________________________________________________________ Interview Location ________________________________________________________ Reserve room Schedule Time Candidate ____________ ______________________________________________ ____________ ______________________________________________ ____________ ______________________________________________ ____________ ______________________________________________ ____________ ______________________________________________ ____________ ______________________________________________ ____________ ______________________________________________ ____________ ______________________________________________ ____________ ______________________________________________ ____________ ______________________________________________ ____________ ______________________________________________ ____________ ______________________________________________ Interview Panel ____________________________ ____________________________ ____________________________ ____________________________ ____________________________ ____________________________ Make application packets Self Scheduling Cut Off Date _____________________________________________

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Release of Information Form 49 CFR Part 40 Drug and Alcohol Testing Section I To be completed by the new employer and signed by the employee and transmitted to the previous employer Employee Name SS ID Number I hereby authorize release of information from my DOT regulated drug and alcohol testing records by my previous employer listed in Section 1 B to the employer listed in Section I A This release is in accordance with DOT Regulation 49 CFR Part 40 section 40 25 Employee Signature Date I A New Employer Name Designated Employer Representative Address Phone Fax I B Previous Employer Name Designated Employer Representative Address Phone Fax Section II To be completed by the previous employer and transmitted to the new employer II A In the two years prior to the date of the employee s signature in Section I for DOT regulated testing 1 Did the employee have alcohol tests with a result of 0 04 or higher Yes No 2 Did the employee have verified positive drug tests Yes No 3 Did the employee refuse to be tested Yes No 4 Did the employee have other violations of DOT agency drug and alcohol testing regulations Yes No 5 Did a previous employer report a drug and alcohol rule violation to you Yes No 6 If you answered Yes to any of the above items did the employee complete the return to duty process Yes No II B Person providing information in Section II A Name Title Phone Date Page 1 of 1

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Pre Employment Notification Acknowledgement I understand and acknowledge that I will be required to undergo a urine drug test under the authority of the U S Department of Transportation DOT Federal Transit Administration FTA prior to being hired or transferred into a safety sensitive position as defined in CFR Part 6551 I understand and acknowledge that I will not be assigned to perform a safety sensitive function unless my urine drug test has a verified negative result Print Name Signature Date Have you tested positive or refused to test on any DOT pre employment drug or alcohol test administered by an employer to which you applied for but did not obtain a safety sensitive position in the past two years Please circle your response below YES NO If you answered YES can you provide documentation that you successfully completed the DOT return to duty requirements described in 49 CFR Part 40 Subpart O Please circle your response below YES Print Name 1 NO Signature Date A safety sensitive function as described in 49 CFR Part 655 Section 655 4 includes 1 operating a revenue service vehicle 2 operating a non revenue service vehicle when required to be operated by a CDL holder 3 controlling dispatch or movement of a revenue service vehicle 4 maintaining including repairs overhaul and rebuilding a revenue service vehicle or equipment used in revenue service or 5 carrying a firearm for security purposes

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ThedaCare Pre Placement Health Screenings Category I Police Officers CSOs 1 Pre employment Health history complete physical exam urine drug screen and audiogram An EKG may be performed at the discretion of the MD NOTE Positive drug results must be reported to the WI Department of Justice Training Standard Bureau P O Box 7070 Madison WI 53707 7070 ThedaCare reports 2 Stress Fitness Bicycle Health history complete physical exam stress fitness exam on a treadmill for all police employees on bikes An EKG may be performed at the discretion of the MD 3 Officer age 55 Annual health history complete physical exam to determine cardiac fitness which may include an EKG treadmill etc at the discretion of the MD Category II Firefighters 1 Pre employment Health history complete physical exam hazardous material physical exam with review of past and potential exposure spirometry pulmonary function test respiratory questionnaire urine drug screen audiogram complete blood count comprehensive metabolic panel microscopic urinalysis two view chest x ray and EKG with interpretation 2 Firefighter annual physical under age 40 Health history complete physical exam review of health and exposure history spirometry pulmonary function test audiogram complete blood count metabolic panel and urinalysis 3 Firefighter annual physical under age 40 no lab or spirometry Health history complete physical exam review of health and exposure history audiogram 4 Firefighter annual physical age 40 with stress test Health history complete physical exam review of health and exposure history spirometry pulmonary function test audiogram complete blood count metabolic panel and urinalysis An EKG and chest x ray may be performed at the discretion of the MD based on history and physical exam 5 Firefighter annual physical age 40 Health history complete physical exam review of health and exposure history spirometry pulmonary function test audiogram complete blood count metabolic panel and urinalysis An EKG and chest x ray may be performed at the discretion of the MD based on history and physical exam 6 Reasonable suspicion Blood screen NOT urinalysis Alcohol blood screen drugs urine screen Category III CDL Positions Health history complete physical exam urine drug screen DOT and audiogram Extra charge if drug screen is positive Category IV Positions requiring light physical labor and or field work Health history complete physical exam Audiogram Category V Positions requiring confined space entry wearing respirator Health history complete physical exam Spirometry pulmonary function test and respiratory questionnaire Audiogram Drug Screen Category VI All other safety sensitive positions Drug Screen

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Health History Physical Exam consists of Eye exam Ear exam Mouth and throat exam Neck exam including thyroid and lymph nodes Tinels and phalen exams done to rule out Carpal Tunnel Neurological exam including reflexes balance and cranial nerve function Strength and flexibility of knees ankles wrists elbows and arms Lung and heart exam Range of motion exam of shoulder neck and back Flexibility and strength exam of shoulder back knees hips and ankles Abdominal exam with liver and spleen exam and evaluation for hernia Kidney exam The applicant completes a health history and signs consent for treatment with release of the outcome to City of Appleton fit or not fit for placement Titmus vision test Blood pressure pulse height and weight The Physician or Nurse Practitioner interviews prospective employee to review all medical history with special attention to muscular skeletal history or any previous history which would prevent the employee from completing the tasks of the job successfully If there are any questions or lack of familiarity with the job the Physician or Nurse Practitioner reviews the job description and physical demands for that employee s position

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Reference Form Applicant Name ________________________________________________________________________ Current Previous Employer __________________________________________________________________ Employment Dates _______________________________________ Full time ______ Part time _______ Job Title Summary of Duties _________________________________________________________________ __________________________________________________________________________________________ Quality of Work ________________________________________________________________________ __________________________________________________________________________________________ Dependability Follow Through on Assignments ________________________________________________ __________________________________________________________________________________________ Initiative ______________________________________________________________________________ __________________________________________________________________________________________ Ability to Work with Others __________________________________________________________________ Attendance Punctuality __________________________________________________________________ Any Concerns in the Area of Violence No Yes please explain ______________________________ Any Concerns in the Area of Harassment No Yes please explain ______________________________ Reason for Leaving ________________________________________________________________________ Eligible for Rehire ________________________________________________________________________ Areas of Strength ________________________________________________________________________ If you were to coach in one area what would it be ________________________________________________ Recommend for Hire for this Position ______________________________________________________ Additional Remarks ________________________________________________________________________ Name Title of Person giving Reference ______________________________________________________ Caller ___________________________________________ J FORMS HR Only Reference Check Form 2020 doc Date _________________

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JOB OFFER PROMOTION TRANSFER STATUS CHANGE CHECKLIST Candidate Name Phone ID Date Time of Offer Was offer accepted PRE OFFER Yes No Obtain during Probation N A Pass CDL PFC Interview P Endorsement Psychological N Endorsement Online Testing Valid WI Driver s License Reference Checks Fail N A Yes No Education Degree Verified BACKGROUND Pass Fail N A Copy in File Criminal Background Search Background consists of DOJ DOT CCAP Sex Offender Registry and APD Check Exception when APD conducts own background investigations Background checks include out of state if applicable POST CONDITIONAL OFFER Pass Fail N A Date Scheduled Copy in File Yes Polygraph Psychological Medical Drug Screen JOB OFFER Start Date Status Start Time APPA Fire Teamster Exempt Non Exempt Previous Job Title New Job Title Position Code Department Supervisor Work Schedule Hourly Rate Salary Rate Step Pay Grade Certifications FTE On Call Requirements WRS Required Yes No Uniform Size Utilities Comments time off shift differential specialty pay etc HR TASK LIST Req Staff Dev Training Coordinator Req Benefits Coordinator Req CDL Update PE for position change Review benefit changes Update Clearinghouse website Update PE for Supervisor change Update iSeries DPW Utilities Fire PRFM Enter into PARS Update PE for template assigned Update leave records Add to Ascension Random List EQ i Hogan Recruitment Assistant Previous Employer Carbon CDL Form New Supervisor Orientation Change TO Misc Supervisory Training Update position control Hearing test add to Munis General Employee Training Update Glance Chart Respirator Medical Clearance Update Grade Order Listing Respirator fit testing add to Munis HR Generalist cc Payroll Coordinator HR Deputy Director Staff Development Training Coordinator No

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Worker s Compensation The City will follow the State of Wisconsin Statute for lost wage payment except for Police and Fire and who will follow their respective contracts Qualified lost time will be paid by our third party administrator State Statute 102 43 defines how wage payments are calculated Lost wage payments will be at 66 2 3 of the gross weekly average Lost wage payment under workers compensation are not subject to taxes Partial days Dr appt PT appt are not considered lost time and are not compensable A few exceptions to the State Statute will be recognized The three day waiting period will be paid at 66 2 3 on City payroll and will be subject to tax The weekly cap will be lifted The day of injury will be paid at 100 of hours scheduled to max of 8 hours if treatment is sought During extended periods of lost time related to work related injuries employees will be required to make arrangements to pay missed payroll deductions for medical insurance WRS contribution and deferred comp SUMMARY This document has been developed to assist you in understanding worker s compensation and how to file a claim Here is an overview of the worker s compensation process for the City of Appleton Report to Human Resources Injury Occurrence Report to Supervisor Make entry in First Aid log or if seeking medical treatment complete a City Accident Investigation document If treated by a physician immediately provide an update to supervisor HR Lost wages and claim payments will be delayed if this step is not timely WorkRelated Worker s Compensation Not WorkRelated Health Insurance Third Party Administrator Investigates WHAT TO DO 1 Report your injury Report your injury to your supervisor immediately following the incident The supervisor will then report the injury to the Human Resources HR department to document the event If your supervisor is not available contact the HR department directly 2 Record your injury in the First Aid Log If you do not seek medical treatment at the time of your injury enter your injury in the First Aid Log located in your department and have it initialed by a supervisor 3 Seek first aid and medical attention If needed seek first aid and medical attention for your injury You may choose your own physician or chiropractor who is licensed in Wisconsin You may want to choose a physician that is included in network of your health plan in the event a worker s compensation claim is denied The Connecting Care Clinic cannot be utilized for worker s compensation injuries 1

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Worker s Compensation WHAT TO DO CONT If necessary you may choose up to one additional physician or chiropractor The City may ask you to visit a doctor of their choice for an additional examination If you do not agree to have this examination your compensation may be delayed In order to be granted WC pay for time lost you must seek medical treatment Failure to provide timely physician information may result in a delay of your pay 4 Obtain a Return to Work slip If time permits before you visit a doctor for your injury obtain a Return to Work slip from your supervisor HR or on Core Connect under Employee Resources Risk Management Forms If you receive treatment your doctor must provide documentation after each visit indicating when and what restrictions you have in order to return to work Turn in completed Return to Work slips to your HR Generalist 5 Fill out an Investigation Report Your supervisor will ask you to complete an Employee Report Form to attest to and record the incident The form can be found on Core Connect under Employee Resources Risk Management Forms HOW A CLAIM IS PROCESSED Because the City is self insured a third party administrator CVMIC handles all worker s compensation claims Your HR Generalist will send the report to the third party administrator for processing The third party administrator will then review the medical records to determine if the injury is work related or not If the claim is determined to be Michelle Weber Claims Specialist WC CVMIC 9898 W Bluemound Dr Wauwatosa WI 53226 414 831 5986 mmw cvmic com Work related During qualified missed work time continuation of salaries will be determined by the specific State Statute or collective bargaining agreement Police Fire and Valley Transit This will continue until your doctor returns you to light duty Missed time under Worker s Compensation runs concurrent with FMLA To be eligible for Worker s Compensation wage payments a doctor must pre authorize each absence You are required to follow all of the doctor s restrictions and recommendations Keep in contact with your supervisor on a weekly basis to update them on your injury status and your doctor s directions Before returning to work you must have a detailed doctor s release The release must indicate whether you have any limitations or restrictions This release must be given to your HR Generalist before you resume any duties Not Work related If the injury has been determined not to be work related you will receive a denial letter from our third party administrator which includes your appeal rights If the claim has been denied you can then submit the bills to your health insurance provider Please note Time off for a non work related injury is considered paid time off or unpaid leave This time off is automatically counted towards Family Medical Leave Act FMLA For details on FMLA contact your HR Generalist If the City of Appleton has evidence that a claim is false or fraudulent the claim may be reported to the Department of Workforce Development DWD for review The DWD will refer any credible cases to the appropriate District Attorney for possible prosecution Fraud is willful and intentional deception misrepresentation concealment of material fact and or misleading conduct by word or action 2

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High ENIGMA POTENTIAL High poten al to advance further although currently underperforming e g new employee someone with talent but in the wrong job with wrong manager DILEMMA Likely could move one level but would need coaching GROWTH EMPLOYEE Demonstrates high poten al to advance further Valued talent that could perform at a higher level CORE EMPLOYEE Consistent long term performance May step up if prompted but otherwise content in role Highest poten al best for senior succession Top talent HIGH IMPACT PERFORMER Strong contributor who may need mo va on to do more TRUSTED PROFESSIONAL UNDER PERFORMER Has reached job poten al and is underperforming May be in wrong role t Would need a lot of coaching training to reach next level FUTURE LEADER EFFECTIVE Specialized talent who has reached career poten al Specialized or expert talent that has reached career poten al Great at job but li le upward growth poten al High Low PERFORMANCE