TABLE OF CONTENTS.................................................................................1-4STATEMENT OF UNDERSTANDING.................................................................5WELCOME FROM THE PRESIDENT/CEO.......................................................6MISSION STATEMENT......................................................................................7INTRODUCTION TO DAVENPORTONE............................................................8

DAVENPORTONE IS A SERVICE ORGANIZATION..............................................................8HOW DOES DAVENPORTONE OPERATE?.........................................................................8WHO RUNS DAVENPORTONE?.........................................................................................9SOURCE OF FINANCIAL SUPPORT.....................................................................................9

SECTION ONE: OVERVIEW..........................................................................111.1 EMPLOYEE MANUAL PURPOSE.................................................................................111.2 OPEN DOOR POLICY/COMMUNICATION...................................................................111.3 RELEASE OF INFORMATION......................................................................................121.4 EMPLOYEE AT-WILL................................................................................................121.5 EQUAL EMPLOYMENT OPPORTUNITY EMPLOYMENT...............................................121.6 IMMIGRATION LAW COMPLIANCE............................................................................121.7 ORGANIZATION DISCLAIMER....................................................................................13

SECTION TWO: CODE OF CONDUCT..........................................................142.1 GUIDELINES..............................................................................................................142.2 ETHICS POLICY.........................................................................................................142.3 CONFLICT OF INTEREST AND CONFIDENTIALITY POLICY........................................15

I. Policy......................................................................................................................15II. Purpose.................................................................................................................15III. Definitions............................................................................................................15IV. Practice................................................................................................................16V. Procedure..............................................................................................................16VI. Confidentiality......................................................................................................17

2.4 DRUG FREE WORKPLACE.........................................................................................172.5 SEXUAL HARASSMENT AND OTHER FORMS OF ILLEGAL HARASSMENT.................182.6 PROFESSIONALISM....................................................................................................19

SECTION THREE: GENERAL EMPLOYMENT POLICIES & PRACTICES.........203.1 EMPLOYMENT...........................................................................................................203.2 INITIAL PERIOD OF EMPLOYMENT............................................................................203.3 IMPROVING YOUR ABILITY AS A PROFESSIONAL EMPLOYEE OF DAVENPORTONE.203.4 STANDARDS OF PERFORMANCE...............................................................................203.5 ABSENTEEISM AND TARDINESS................................................................................203.6 STAFF ATTENDANCE AT DAVENPORTONE SPONSORED FUNCTIONS.......................213.7 PROMOTIONS............................................................................................................213.8 PERSONNEL RECORDS..............................................................................................213.9 PERSONAL RESPONSIBILITY.....................................................................................22

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3.10 EMPLOYEE PROBLEM SOLVING..............................................................................223.11 OUTSIDE EMPLOYMENT/MOONLIGHTING................................................................223.12 RESIGNATION/TERMINATION.................................................................................23

Resignation................................................................................................................23Termination................................................................................................................23

3.13 PAYMENT OF UNUSED PAID TIME OFF AT TERMINATION.....................................233.14 EXIT INTERVIEWS...................................................................................................24

SECTION FOUR: COMPENSATION................................................................254.1 SALARY ADMINISTRATION.......................................................................................254.2 EXEMPT/NON-EXEMPT.............................................................................................254.3 EMPLOYEE CLASSIFICATION....................................................................................264.4 PAYDAY....................................................................................................................264.5 WITHHOLDING TAX..................................................................................................264.6 STATE INCOME TAX.................................................................................................274.7 SOCIAL SECURITY TAX............................................................................................274.8 OVERTIME................................................................................................................274.9 GARNISHES...............................................................................................................27

SECTION FIVE: APPRAISALS........................................................................285.1 STAFF.......................................................................................................................285.2 DISCIPLINARY PROCEDURES....................................................................................29

Group I Offenses........................................................................................................29Group I Examples......................................................................................................29Group II Offenses......................................................................................................30Group II Examples.....................................................................................................30

5.3 PROBLEM SOLVING PROCEDURES............................................................................31

SECTION SIX: BENEFITS.............................................................................336.1 PAID TIME OFF – VACATION...................................................................................336.2 HOLIDAYS................................................................................................................336.3 PAID TIME OFF – SICK LEAVE.................................................................................346.5 WORKERS’ COMPENSATION.....................................................................................356.6 GROUP LIFE INSURANCE..........................................................................................356.7 GROUP DISABILITY INSURANCE...............................................................................366.9 CONTINUING EDUCATION/STAFF DEVELOPMENT....................................................36

SECTION SEVEN: LEAVES...........................................................................377.1 UNPAID LEAVE.........................................................................................................377.2 JURY DUTY/ELECTION LEAVE.................................................................................377.3 MILITARY LEAVE.....................................................................................................387.4 BEREAVEMENT LEAVE.............................................................................................387.5 REQUEST AND AUTHORIZATION FOR LEAVE...........................................................38

SECTION EIGHT: OPERATING POLICIES & PROCEDURES........................408.1 KEYS AND PASSES....................................................................................................40

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8.2 HOURS OF EMPLOYMENT.........................................................................................408.3 BREAKS....................................................................................................................408.4 PUNCTUALITY..........................................................................................................408.5 TOBACCO FREE ENVIRONMENT...............................................................................418.6 EMERGENCIES AND INCLEMENT WEATHER.............................................................41

Fire Alarm Action Plan.............................................................................................41Other types of Emergency Warnings.........................................................................41

8.7 CONFIDENTIAL MATTERS.........................................................................................428.8 LEAVING THE OFFICE..............................................................................................428.9 PERSONAL APPEARANCE..........................................................................................42

Hair............................................................................................................................43Make-up.....................................................................................................................43Shirts, Blouses and Sweaters.....................................................................................43Skirts, Dresses and Slacks.........................................................................................43Personal Hygiene.......................................................................................................43

8.10 SERVICE..................................................................................................................448.11 VISITING.................................................................................................................448.12 WASTEFULNESS......................................................................................................45

SECTION NINE: ADMINISTRATIVE POLICIES.............................................469.1 CONDITION OF OFFICE.............................................................................................469.2 FILING......................................................................................................................469.3 INFORMATION...........................................................................................................469.4 INQUIRIES.................................................................................................................469.5 ENDORSEMENTS.......................................................................................................479.6 DISTRIBUTION & ACKNOWLEDGEMENT OF INCOMING MAIL..................................479.7 MAILINGS.................................................................................................................479.8 ANSWERING THE TELEPHONE..................................................................................489.8A PROCEDURE FOR HANDLING ALL PRESS AND MEDIA INQUIRIES..........................489.9 USE OF EQUIPMENT/DAVENPORTONE PROPERTY....................................................499.10 TELEPHONES, COMPUTER SOFTWARE AND ELECTRONIC MAIL USAGE (E-MAIL) 49

TELEPHONE & CELLULAR PHONE USAGE....................................................................49COMPUTER SOFTWARE................................................................................................49ELECTRONIC MAIL (E-MAIL) USAGE...........................................................................50E-Mail Policy.............................................................................................................50

9.11 CONTROL................................................................................................................519.12 COMMITTEES OR TASK FORCES.............................................................................519.13 COMMITTEE APPOINTMENTS..................................................................................519.14 MEETINGS..............................................................................................................52

METHOD OF CALLING.................................................................................................52GENERAL.....................................................................................................................52

9.15 DAVENPORTONE BUILDING FACILITIES.................................................................529.16 BUSINESS PLAN – FIVE YEAR AND ONE YEAR PLAN..............................................529.17 SOLICITATIONS.......................................................................................................52

SECTION TEN: TRAVEL POLICIES..............................................................54

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10.1 BUSINESS TRAVEL (ALSO SEE EXPENSE ACCOUNTS)............................................54Airline Travel.............................................................................................................54Car-Rental.................................................................................................................54Lodging......................................................................................................................54Car Pooling...............................................................................................................54Meals..........................................................................................................................54Entertainment............................................................................................................54Mileage Reimbursement............................................................................................55Miscellaneous............................................................................................................55Tipping.......................................................................................................................55

10.2 CONDUCT...............................................................................................................55

SECTION ELEVEN: FINANCIAL POLICIES PROCEDURES...........................5611.1 AUDIT/REVIEW.......................................................................................................5611.2 BUDGET..................................................................................................................5611.3 DEBTS AND OBLIGATIONS......................................................................................5611.4 EXPENDITURES.......................................................................................................5611.5 EXPENSE ACCOUNTS..............................................................................................5611.6 HANDLING FUNDS..................................................................................................5611.7 PAYMENT OF BILLS................................................................................................5711.8 PETTY CASH FUND.................................................................................................5711.9 PURCHASES...........................................................................................................5711.10 SUBSCRIPTIONS....................................................................................................5711.11 CREDIT CARDS.....................................................................................................58APPENDIX A...................................................................................................................59

DAVENPORTONE....................................................................................................59

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STATEMENT OF UNDERSTANDING

This General Operations and Employee Manual sets forth some guide lines regarding the terms and conditions of your employment by DavenportOne, but the Manual is not a complete list of such terms and conditions, and does not attempt to cover each and every situation you may face during your employment, or each DavenportOne policy. If possible, you will be notified of changes that DavenportOne makes to policies, procedures, terms and conditions of employment, as they occur. Nothing in this Manual does, or is intended to, restrict DavenportOne in any way from changing any of the procedures, policies, and terms set forth herein. If you have any questions at any time regarding policies or terms of employment, you should discuss those questions with your manager or DavenportOne President/CEO. This Manual is not a contract of employment, nor are the terms of this Manual contractual in nature, and nothing in this manual does, or is intended to, affect your status as an at-will employee who can be discharged, at any time, for any reason, by DavenportOne, and who can leave employment with DavenportOne, at any time, for any reason. By your signature below, you agree to such at-will employment with DavenportOne.

I hereby acknowledge that I have received, read, and understand DavenportOne’s policy manual. I have had the opportunity to ask any questions and they have been answered to my satisfactions.

Signature: ______________________________________________________________

Print Name: ____________________________________________________________

Date_______________________

Please return this form to the Executive Accounting Assistant once you have read the document and have asked any questions you may have noted.

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WELCOME FROM THE PRESIDENT/CEO

Welcome to DavenportOne. We are pleased that you have decided to join our organization. We want to assure you of our interest in your career, our concern for your - well being and our pride in your success.

As a new employee of DavenportOne, you naturally have many questions and concerns about our policies, benefits and organization. We want you to know what you can generally expect from us and what we expect from you. This manual will answer most of your questions.

This should provide you with a ready source of reference, which you can keep at your desk. It describes our policies and guidelines, our benefits, our organization, and our services. If you have any questions not answered in the manual, don’t hesitate to ask your manager or the President/CEO.

DavenportOne’s goals are to provide excellent customer service in a highly professional manner, achieve fiscal responsibility, continue to grow, and improve the welfare of our employees, members of DavenportOne and the greater Davenport Area Community. These goals can only be accomplished with a knowledgeable, caring, and competent staff. Our strength in accomplishing these goals lies with you and our success depends on your energy, abilities, skills, and efforts.

We have a great staff. You will find that while there are too few days, which seem long enough for you to complete that day’s work, there are few days, which you will find dull.

Here at DavenportOne, we feel that this is a place where ideas are born and big plans for the betterment of our community are laid. You are part of it. The responsibility for their successful completion rests in a large measure with how you do your job each day.

We look forward to working with you.

Dan HuberPresident/CEO

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MISSION STATEMENT

The mission of DavenportOne is to create a thriving business community through the pursuit of a strong local economy, a high quality of life, a receptive business climate and sound government. DavenportOne envisions a quantum leap for Davenport – catapulting it to the forefront of desirable places to locate a business and live.

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INTRODUCTION TO DAVENPORTONE

DAVENPORTONE IS A SERVICE ORGANIZATION

DavenportOne is primarily an organization of business and professional people who have joined together for community development. Community development is a technique for achieving orderly community growth and sound economy. In a few words, it builds our market, helping to assure greater profits for our businesses and industries.

A region’s future economic well being is directly proportionate to the caliber of the community development that it marshals today. That’s why DavenportOne, the primary organization of community development, has a major impact on business, income, and future economic well being of the greater Davenport area.

DavenportOne is a voluntary organization of the business community. It is NOT a civic club, charitable organization or a department of city government. DavenportOne is a private, non-profit corporation, designed to advance the commercial, financial, industrial and business interest of our community. It unites hundreds of business and professions firms, thus creating a unique central organization working to improve business and build a better community. Over 90 percent of the membership is composed of small business interested in creating a healthy environment in which to conduct business.

Most importantly, DavenportOne is people. People who realize that through DavenportOne they can accomplish collectively what cannot be accomplished individually. The strength of DavenportOne lies in attracting the greatest number of members, creating a pool of resources from which can be drawn ideas, energy and finances.

DavenportOne is financed largely by member investments. A DavenportOne membership is an investment in the present and future of the individuals and community’s welfare.

A Board of Directors elected by the membership runs DavenportOne. The Board, serving without pay, sets the policies for DavenportOne. The Board hires a full-time staff, led by the President/CEO to help manage the work of DavenportOne’s committees and provide direct member services.

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HOW DOES DAVENPORTONE OPERATE?

There are five fundamentals of a successful membership organization.

The first is an active, working Membership. Participation of the member in committee programs and projects is indispensable. It is the way the community’s economic leadership is directed toward sound and orderly civic development

Secondly, DavenportOne is based upon a Committee or Task Force System because time has demonstrated these systems to be the most effective means of harnessing energies and abilities of volunteer workers.

Third, is the Business Plan, the detailed assignment that DavenportOne, through its membership, its Board of Directors, and its committees, pledges to carry out each year. The Business Plan must reflect the dynamics of the community’s changing needs and broadening potentials, for it is this blueprint which sets the goals toward which DavenportOne strives in meeting community needs and potentials.

DavenportOne’s Five-year and One-year Plans are inserted in the front of this manual.

Adequate Income is the fourth fundamental. It is necessary to finance programs that are essential to community growth and development. Since DavenportOne is supported largely by the annual financial investment of its members, the maintenance of a high level of support from all business and professional interests in the community if vital.

Finally, in order for DavenportOne to be successful it requires a Skilled Staff, experienced in the commercial and community service fields encompassed by the organization’s Business Plan. This staff can never be a substitute for the membership of the organization, since the member alone provides the prestige, manpower, and resources necessary for successfully realizing community development aspirations and goals. However, the staff must perform the coordinating and organizational functions necessary to a complex community development program.

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WHO RUNS DAVENPORTONE?

DavenportOne is a democratic association of business and professional people. Final authority rests with the membership in accordance with procedures outlined in the organization’s Bylaws. For practical operations, the membership elects a Board of Directors to serve in a policy-making capacity. Executive responsibility rests with the staff, but the Board of Directors lays down the policies under which the staff operates.

SOURCE OF FINANCIAL SUPPORT

The primary source of revenue for general operating expenses of DavenportOne is membership dues, salaries and promotions are dependent upon them. Every employee, therefore, should be interested in increasing memberships at every opportunity. Each day you should keep this in mind and when you hear of a firm or individual who may be particularly interested in some phase of DavenportOne, or for whom some service has been given, or who would make a good committee member, you should check to see if the individual is a member. If not, the employee should refer the prospect’s name to the staff member responsible for membership sales.

The amount of membership will vary according to an investment schedule. The schedule will annually be reviewed including re-evaluation of existing accounts and possible new accounts.

Memberships are payable annually or semi-annually. Invoices are mailed in advance of due date. Delinquent accounts receive statements monthly and additional collection methods utilizing letters and personal contact are made after 60 days. The members in addition to their membership investment in DavenportOne subscribe to certain other funds, used exclusively for carrying out the functions of several activities

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SECTION ONE: OVERVIEW

1.1 EMPLOYEE MANUAL PURPOSE

This General Operations and Employee Manual sets forth some guide lines regarding the terms and conditions of your employment by DavenportOne, but the Manual is not a complete list of such terms and conditions, and does not attempt to cover each and every situation you may face during your employment, or each DavenportOne policy. If possible, you will be notified of changes that DavenportOne makes to policies, procedures, terms and conditions of employment, as they occur. Nothing in this Manual does, or is intended to, restrict DavenportOne in any way from changing any of the procedures, policies, and terms set forth herein. If you have any questions at any time regarding policies or terms of employment, you should discuss those questions with your manager or DavenportOne President/CEO. This Manual is not a contract of employment, nor are the terms of this Manual contractual in nature, and nothing in this manual does, or is intended to, affect your status as an at-will employee who can be discharged, at any time, for any reason, by DavenportOne, and who can leave employment with DavenportOne, at any time, for any reason.

1.2 OPEN DOOR POLICY/COMMUNICATION

It is DavenportOne’s policy to treat employees fairly and equitably with consideration for their needs and with respect to their opinions. Understanding, the key to good employee relations is promoted by free and open communications. Working together in mutual trust and respect, the President/CEO and our employees can make use of the methods outlined in this policy as a basis for satisfying their needs and resolving their problems.

Communication - Opportunities should be provided for all employees to ask questions and express opinions, concerns and desires, as well as to receive information from the President/CEO and the Board of Directors. These communications should be accomplished through various means, including individual discussion and staff meetings. Staff meetings, in particular, should be held at least once a week.

Appeal - The President/CEO must act promptly to correct any situation that is contrary to DavenportOne’s employee relation’s policy.

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Misunderstandings can exist concerning DavenportOne policies. Dissatisfactions can arise from the President/CEO’s decisions. Complaints or misunderstandings should not be allowed to go unexpressed. If an employee’s complaint is the result of a misunderstanding, then a complete explanation of the President’s position, or reason for the action taken should be given.

If an employee is being treated unfairly, the situation should be corrected immediately.

In most instances an appeal should be discussed orally. However, an employee may submit an appeal in writing. The President should normally respond orally, but where appropriate, a written response may be given.

If an employee is not satisfied with the answer given by the President, the employee should be given the opportunity to discuss the appeal/situation with the Chairman of DavenportOne’s Board of Directors. Any discussion between the DavenportOne Chairman and an employee must be at the direction of DavenportOne’s President/CEO.

Employment Decisions - All employees of Davenport One are at-will employees who can leave their employment at DavenportOne for any or no reason at any time. Likewise, DavenportOne has the right to terminate the employment of any employee, at any time, for any or no reason. Employment decisions made by DavenportOne, or one of its employees, are not subject to the above communication and appeal procedures, which procedures are designed to apply to and help foster only on-going working relationships, and are not intended to restrict employee or DavenportOne in exercise of their at-will termination rights.

1.3 RELEASE OF INFORMATION

Employees may have access to their records at a time mutually agreed upon between the Executive Accounting Assistant and the employee and must be done in the presence of the President/CEO. Personnel records are not to be removed from DavenportOne’s office.

The Executive Accounting Assistant will be the custodian for employee personnel files. Employee files shall be maintained and retained on a permanent basis by DavenportOne for a period of seven years.

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1.4 EMPLOYEE AT-WILL

DavenportOne recognizes the right of any employee to terminate employment with DavenportOne on a voluntary basis. Before you terminate your employment, we urge you to discuss your impending resignation with your Supervisor to insure that you have considered all of your options.

After the decision to terminate has been made, all employees must provide two weeks notice in order to be eligible to receive paid leave benefits upon termination. Notice must be given in written form, and must be given to the President/CEO.

1.5 EQUAL EMPLOYMENT OPPORTUNITY EMPLOYMENT

DavenportOne is an equal opportunity employer and, in recognition of this commitment, does not discriminate against an applicant for employment or promotion. Positions are filled without regard to sex, race, color, age, religion, disability or national origin.

1.6 IMMIGRATION LAW COMPLIANCE

DavenportOne is committed to employing only United States citizens and aliens who are authorized to work in the United States, and complies with the Immigration Reform and Control Act of 1986.

As a condition of employment, each new employee must provide specified identification, properly complete, sign, and date the first section of the Immigraton and Naturalization Form I-9. Before commencing work, newly hired employees must also complete the form if:

the prospective employee has not previously filed an I-9 with DavenportOne

the prospective employee’s previously filed I-9 is more than three years old; or

the prospective employee’s previous I-9 is no longer valid.

1.7 ORGANIZATION DISCLAIMER

Throughout this Manual, references are made to the right of DavenportOne to employ disciplinary measures or discharge as the result of employee misconduct, or for other reasons. The decision whether to employ discipline or termination rests solely in the discretion of DavenportOne and DavenportOne reserves the right to terminate any employee, at any time, for any reason or no reason,

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given the at will nature of employment with DavenportOne. No progressive disciplinary system exists at DavenportOne, and no employee is entitled to progressive discipline, warnings, or second chances, all of which will be in the sole discretion of DavenportOne, as DavenportOne reserves the right, without instituting any disciplinary procedures, to terminate employment at any time with or without cause.

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SECTION TWO: CODE OF CONDUCT

2.1 GUIDELINES

DavenportOne believes that to serve the best interests of our customers, employees, members and the community in which we operate, we must transact our business fairly, honestly and in a manner that meets the highest legal and ethical standards.

All employees must exercise the highest level of integrity, ethics and objectivity when representing or negotiating on behalf of DavenportOne or in activities that may affect DavenportOne. Employees must not misuse the authority or influence of their position in these relationships. DavenportOne employees must not become involved in situations that create a conflict of interest between DavenportOne and the employee, such as employment by, financial interest in, or payments from a supplier, agent or customer.

It is the policy of DavenportOne to comply with all federal, state and local laws, rules and regulations affecting DavenportOne and its employees. Additionally, all employees are required to avoid any activities that could involve or lead to involvement of DavenportOne or its employees in any unlawful or illegal practice, either civil or criminal.

The success of DavenportOne is dependent upon the full understanding and compliance of employees at every level. Generally, any transaction that could be perceived to be inappropriate by the general membership, Board of Directors, the President/CEO, or the general public, regardless of monetary value, should be rejected as contrary to our policy. Inappropriate conduct of employees, agents, or members should likewise be rejected. If an employee has any questions concerning the appropriateness of any action he or she should consult with the President/CEO of DavenportOne. DavenportOne should not knowingly enter into a business relationship with a party whom DavenportOne would reasonably anticipate would violate this code of conduct in completing a business transaction.

2.2 ETHICS POLICY

Each employee is expected to perform in a manner of excellence and take responsibility for the work he or she performs. Employees are charged with “doing things right the first time” and meeting their customer’s requirements, whether an “internal customer” (another

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employee), or an “external customer” (member, vendor, or any other outside representative with whom we work or provide our services).

2.3 CONFLICT OF INTEREST AND CONFIDENTIALITY POLICY Adopted as of January 1, 2002

I. Policy

All DavenportOne Board members, Division Board members, and employees should avoid activities, which constitute a potential conflict of interest (as defined below). The affected individual must disclose all such potential conflicts. DavenportOne does not preclude dealings with those having actual or apparent conflicts of interest so long as they are disclosed promptly and fully to all necessary parties whenever they occur and, when appropriate, the proposed business relationship is approved by a disinterested majority of the Board of DavenportOne or a designated committee thereof.

II. Purpose

The purpose of the conflict of interest policy is to protect DavenportOne from exposure to potential conflicts of interest. Many times potential conflicts can result even from actions designed to benefit the organization; therefore, DavenportOne has sought to define actions that might constitute potential conflicts of interest.

Board members, Division Board members, and employees are entrusted to act in the best interest of DavenportOne and in a manner that maintains the integrity and reputation of DavenportOne, protects it from situations that could be embarrassing, and ensures DavenportOne is on track in achieving its stated mission. Individuals are expected to put the institution above their own personal gain, the interests of others, or related business relationships.

III. Definitions

Potential Conflict of Interest: A potential conflict of interest is a situation that involves a personal, familial, or business relationship between a Board Member, individual, or employer and DavenportOne

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that can cause DavenportOne to be legally or otherwise vulnerable to criticism, embarrassment, or litigation in the opinion of responsible stakeholders.

Business Relationship: One in which a Board member, Division Board member, a DavenportOne employee, or a member of his or her family as defined below, serves as an officer, director, employee, partner, member, trustee, or controlling stockholder of an organization that does substantial business with DavenportOne or would receive substantial benefits there from.

Family Members: All individuals directly related to the individual, whether direct or adoptive relations (parents, grandparents, children, brothers/sisters, etc.) or by marriage (spouse, in-laws, etc.).

Substantial Benefits/Business: When you or a member of your family (1) are the actual or beneficial owner of more than 5% ownership interest of an organization that does business totaling $1,000 or more annually with DavenportOne, or (2) have other direct or indirect dealings with such an organization from which you or a member of your family benefits directly, indirectly, or potentially from cash or property receipts totaling $1,000 or more annually.

IV. Practice

A. Disclosure of Potential Conflict

Each Board member, Division Board member, and employee will be required to:

1. disclose any possible personal, familial, or business relationships that reasonably could give rise to a conflict of interest involving DavenportOne; and

2. acknowledge by his or her signature that he or she is in compliance

with the letter and spirit of this policy.

B. Restraint on Participation

Board members, Division Board members, and employees who have declared or been found to have a conflict of interest shall only participate in consideration of the proposed transaction to the extent that such participation does not constitute exercise of undue influence, or as

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requested by the Chairman of the Board. Persons with conflicts shall not vote on such matters, but should abstain and be noted as such in the record.

C. Political Activities

Board members, Division Board members, and employees shall not represent DavenportOne or utilize its facilities in any partisan political campaign-related activities. Board Members and staff shall not use their position nor DavenportOne property, materials, supplies, or equipment in connection with partisan political activity.

V. Procedure

A. All Board or Division Board members, and employees of DavenportOne must submit annually, or as circumstances may require to conform to this policy, on the attached disclosure form (Appendix A in the back of this manual) those substantive relationships that he or she maintains (or members of his or her family maintain) with organizations that do business with DavenportOne or otherwise could be construed to potentially affect their independent, unbiased judgment in light of his or her decision-making authority or responsibility. In the event of uncertainty as to the appropriateness of listing a particular relationship, the Chairman of the Board of Directors of DavenportOne and/or President and Chief Executive Officer should be consulted. They, in turn, may elect to consult with legal counsel, the Executive Committee, or the Board of Directors in executive session. Such information, including information provided on this form, shall be held in confidence except when, after consultation with the disclosing individual, DavenportOne's best interests would be served by disclosure.

B. Board Members, Division Board members, and employees should also disclose any loans or gifts received from any source from which DavenportOne obtains goods or services or otherwise has substantial business dealings if the aggregate value exceeds $350 per year.

VI. Confidentiality

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All DavenportOne Board members, Division Board members, members of DavenportOne committees, and employees shall maintain information received or communicated in non-public meetings involving the Board of Directors, Division Boards and committees or otherwise communicated in connection with the operations or activities of DavenportOne, which is not generally available to the public, in strict confidence. Such non-public information, including correspondence, minutes of meetings and other communications, whether verbal or in writing, shall not be publicly disclosed or used for any private purpose without prior approval of the DavenportOne Board, its Chairman or President. The Chairman and President shall be the primary spokespersons through whom public communications concerning DavenportOne, its policies, procedures and activities, shall be communicated to the public.

2.4 DRUG FREE WORKPLACE

It is the policy of DavenportOne to maintain a work environment that is drug free. Therefore, the illegal manufacture, distribution, dispensing, sale, possession or use of alcohol or controlled substances or drug paraphernalia on DavenportOne one property or in any vehicle, building, or property of DavenportOne is prohibited.

An employee’s work performance or on the job behavior shall not at any time be affected in any way by alcohol or drugs, especially where safety of the employee, any other employee, a customer, or a member of the general public is involved. Furthermore, the employee shall notify the employer in writing of any felony or misdemeanor criminal conviction based on or involving the manufacturer, distribution, dispensing, sale, possession or use of alcohol or any controlled substance or drug paraphernalia in or outside the workplace no later than five calendar days after the conviction.

Off-the-job, illegal drug and/or alcohol use, which could adversely affect an employee’s job performance or jeopardize the safety of other employees, the public or DavenportOne equipment is prohibited.

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2.5 SEXUAL HARASSMENT AND OTHER FORMS OF ILLEGAL HARASSMENT

DavenportOne is committed to providing a work environment that is free of discrimination and illegal harassment. Actions, words, jokes or comments based on an individual’s sex, race, ethnicity, age, religion, or any other legally protected characteristic will not be tolerated. Each employee has a responsibility to be courteous and respectful while interacting with other employees.

The following information is provided to help you understand what constitutes sexual harassment. One type of sexual harassment is “quid pro quo” where terms and conditions of employment are based on granting sexual favors, such as:

Submission to or rejection of unwelcome sexual advances, requests for sexual favors, and other verbal or physical contact of a sexual nature is made either explicitly or implicitly a term or condition of a person’s job, pay or career, or;

Submission to or rejection of such conduct by a person is used as a basis for career or employment decisions affecting that person.

Another form of sexual harassment, usually less obvious, is called “hostile work environment.” A hostile work environment is created when employees are subjected to verbal abuse, unwelcome physical contact or graphic displays of sexually oriented material by coworkers, supervisors, members or vendors, and such conduct has the effect of unreasonably interfering with an individual’s work performance or creates an intimidating, hostile, or offensive work environment. The effect is the primary issue rather than intent.

The following procedures have been established in the event of a harassment complaint:

If an employee has a complaint of harassment at work, it should be immediately brought to the attention of the President/CEO. In the case of the President/CEO as the harasser it should immediately be brought to the attention of the Chairman of the Board. The appropriate person as determined by the Chairman will complete a prompt and complete investigation. The investigation will be handled as objectively and confidentially as possible to protect the privacy of those involved in the situation.

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DavenportOne will take appropriate action based on the specific facts gathered during the investigation. Action may include education, counseling, change in job assignment, a warning, demotion, probation or immediate termination, depending on the circumstances.

No employee will be subject to any form of retaliation or discipline for pursuing a harassment complaint. Employees intentionally making a false accusation will be subject to disciplinary action.

2.6 PROFESSIONALISM

Employees are expected to present a professional appearance while at work. While professionalism in personal and office appearance is essential, it is also important that great care be taken with all letters, mailings, and other documents sent out from DavenportOne to assure their professionalism and orderliness. Staff members should make certain that desks are left neat when leaving the office.

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SECTION THREE: GENERAL EMPLOYMENT POLICIES & PRACTICES

3.1 EMPLOYMENT

All applicants for employment are screened. References and prior employment histories are required and may be checked. Any falsification and/or omission on the Application Form (Appendix D) may result in dismissal. DavenportOne may require that all applicants pass a drug screening prior to employment.

3.2 INITIAL PERIOD OF EMPLOYMENT

New employees will be classified as working under an initial period of employment for the first ninety- (90) calendar days. If for any reason an employee is unable to work at his or her job during this ninety- (90) day period, the ninety- (90) day period will be extended accordingly. Employees must recognize, however, that after completion of the initial period of employment, employees remain employees “at-will”, whose employment relationship with DavenportOne may be terminated at any time, without cause, by DavenportOne.

3.3 IMPROVING YOUR ABILITY AS A PROFESSIONAL EMPLOYEE OF DAVENPORTONE

From time to time, employees will be encouraged to attend workshops, seminars, institutes,

and conferences. DavenportOne will pay expenses associated with such programs.

3.4 STANDARDS OF PERFORMANCE

The public has come to expect very high standards of performance from DavenportOne. Our office procedures should be the most efficient; our employees the most accurate, alert, courteous, pleasant and cooperative of any in the area.

Here ideas are born and plans for the betterment of our area are laid. You are part of it. The responsibility for successful completion rests in a large measure with how you do your job each day.

3.5 ABSENTEEISM AND TARDINESS

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Regular, prompt attendance is a requirement of continued employment. To be absent, you must notify the Executive Accounting Assistant each day of absence, preferably prior to 8:00 AM.

Unreasonable or excessive absenteeism or tardiness may result in disciplinary layoff or termination of employment. Employees will not be paid for absences unless specifically approved by the President & CEO.

3.6 STAFF ATTENDANCE AT DAVENPORTONE SPONSORED FUNCTIONS

The management person in charge of a DavenportOne event will determine the personnel needed to carry out the work at the time the event takes place.

Certain DavenportOne functions will permit “non-working” staff to attend if they desire.

3.7 PROMOTIONS

When a vacancy occurs on the staff, employees are encouraged to contact the President/CEO with any interest in the position. Since the staff is small, as well as specialized, there are only limited possibilities for promotions within the organization. Job opportunities will be announced as appropriate.

3.8 PERSONNEL RECORDS

A personal history for each employee is maintained by the Executive Accounting Assistant. It includes (1) reference replies; (2) personnel reviews; (3) salary progression record; (4) papers and correspondence relating to the employee; (5) days off the job; and (6) termination record.

These records are confidential. They will not be released outside the organization without written authorization from the employee or if subpoenaed by a court of competent jurisdiction.

Employees may have access to their records at a time mutually agreed upon between the Executive Accounting Assistant and the employee and must be done in the presence of the President/CEO or the Executive Vice President. Personnel records are not to be removed from DavenportOne’s office.

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There is certain essential information necessary to the administration of personnel and compensation for individuals. The Privacy Act covers some of this information. No staff member is required to give this information (i.e., social Security number, automobile license plate number, etc.). However, each employee is advised that withholding of this information may result in the inability to process pay, fringe benefits, and reimbursable costs.

The Executive Accounting Assistant will be the custodian for employee personnel files. Employee files shall be maintained and retained on a permanent basis by DavenportOne for a period of seven years.

3.9 PERSONAL RESPONSIBILITY

It is important that your employment records are kept accurate and up-to-date. It is the responsibility of all employees to notify the Executive Accounting Assistant concerning any of the following:

1. Change of address or phone number, or both2. Person to be notified, other than one originally specified, in case

of accident or other emergency3. Legal change in name4. Change in marital status5. Change in dependency status6. Insurance Status

3.10 EMPLOYEE PROBLEM SOLVING

Employees are expected to address issues with other staff at all levels in a respectful and courteous manner. Views are to be presented in a professional manner, offering constructive suggestions for improvement and resolution of issues. DavenportOne, as a member organization, expects constructive problem solving, we encourage employees to model and use these techniques.

Issues need to be resolved in a logical manner and in the best interest of DavenportOne and whenever possible, the employee. To resolve problems and/or seek clarification related to policies, procedures and

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other matter, employees are expected to address them with their immediate supervisor whenever possible. If the problem is not resolved to the satisfaction of the employee, he may contact the President/CEO by utilizing the grievance procedure as stated in this manual.

Employees are encouraged to initiate the employee problem solving process as soon as possible. This will allow review of the situation while facts and information are available and the situation is fresh in people’s minds. Ideally, the process will be initiated within twenty days of an incident and finalized within thirty days. Once the problem solving process has concluded and a resolution has occurred, the matter is to be considered resolved.

3.11 OUTSIDE EMPLOYMENT/MOONLIGHTING

Regular full-time employees are discouraged from engaging in any other employment after or during office hours unless express permission is obtained from the President/CEO. The good of the organization and the community will be the determining factor in granting such permission.

While DavenportOne encourages its staff members to be active in their churches, civic clubs and other organizations, it must be kept in mind that their first responsibility is to DavenportOne – during the normal workweek. Use of DavenportOne time to pursue outside and/or personal activities should be kept to a minimum and when more than a normal amount of time is required, staff members are requested to check with their Direct Supervisor.

3.12 RESIGNATION/TERMINATION

ResignationIf an employee is considering terminating their employment with DavenportOne, we encourage them to discuss the matter with their Direct Supervisor or the President/CEO. Misunderstandings or problems may be correctable. Whatever the reason motivating an employee to possible resignation, it is beneficial for the employee and DavenportOne to review the employee’s employment record before a final decision is made.

In the event you decide to leave DavenportOne, we request at least two weeks advance written notice. You should submit your resignation in writing to your immediate supervisor and a copy to the President/CEO indicating the date you intend to leave. For our records, your last working day will be considered your termination

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date. Terminating employees go through out-processing procedures, which include an exit interview.

Before leaving, you are to return to the Executive Accounting Assistant all items belonging to DavenportOne, including an office key, parking pass and any other items belonging to DavenportOne.

If an employee should terminate employment, voluntarily or involuntarily, all fringe benefits will be canceled as outlined under each benefit. In the case of a voluntary termination, the employee is asked to sign a written statement listing the anticipated date of termination and reason(s) for termination. The written termination statement should be given to the employee’s supervisor at least two week prior to his/her termination. Final paychecks will be issued on the next normal payroll payment date and will include all prorated Paid Time Off to which the employee is entitled.

DavenportOne reserves the option to release the employee at anytime, with pay for the notice period, during this two-week notice period.

TerminationEmployees may be disciplined or dismissed by the President & CEO or designee for unsatisfactory work performance, misconduct, or for other reasons, or without cause, with DavenportOne, in its sole discretion, to determine the appropriate action under the circumstances. The foregoing is intended as an example only of circumstances that may result in discipline or dismissal, and not an all-inclusive list. All DavenportOne employees are at-will employees, meaning DavenportOne may dismiss any employee at any time without cause, and nothing contained in this Manual shall, or is intended to, restrict DavenportOne’s sole discretion in this regard, alter the at-will nature of the employment, constitute an employment contract, or create any right to any definite term of employment.

3.13 PAYMENT OF UNUSED PAID TIME OFF AT TERMINATION

Upon termination of employment an employee will be paid any earned but unused Paid Time Off up to the maximum allowed under the approved Paid Time Off policy.

3.14 EXIT INTERVIEWS

DavenportOne asks that all terminating employees meet with the President/CEO or designee for an Exit Interview prior to or on the last day of their employment. The Exit Interview will afford an

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opportunity to discuss the employee’s benefits and COBRA conversion privileges; to return DavenportOne-owned property and credit cards; to provide DavenportOne with a forwarding address (for W-2); and to allow the employee to voice any questions, complaints or suggestions they may have.

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SECTION FOUR: COMPENSATION

4.1 SALARY ADMINISTRATION

In salary administration, DavenportOne seeks to achieve equity between positions at DavenportOne and like positions in similar organizations. The salary schedule is reviewed periodically. Adjustments in job classifications and salary ranges take into consideration market changes, internal equity, DavenportOne resources and priorities, and job content and design. Any increase or decrease in base or ceiling salaries is determined by full Board approval.

The salary for a new employee takes into consideration the candidate’s experience, qualifications, competencies and salaries of current employees in like positions. The initial salary us authorized by the President/CEO in consultation with the Chairman of the Board.

Salaries for existing employees are reviewed annually. There are not automatic general annual salary increases. Adjustments in salary depend on factors including, but not limited to:

DavenportOne performance Availability of funds Job Performance Appraisals

The President/CEO shall set staff salaries and conduct or approve annual performance reviews in correspondence with employee’s employment anniversary dates. The Executive Board of Directors shall approve staff salaries annually in conjunction with the yearly budget.

Employees reaching the ceiling of the range for their position are not eligible for a salary adjustment. At DavenportOne’s discretion, they may receive a lump sum payment. The said amount will not become a part of their salary.

When salary adjustments have been approved, all regular full and part time employees will receive their salary adjustments on the anniversary date of their employment.

In addition to salaries, benefits are an important part of the compensation package an employee receives. Our benefits are competitive and are summarized in the Benefits, section of this Manual.

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4.2 EXEMPT/NON-EXEMPT

EXEMPT - If an employee’s position is classified as exempt, they are not eligible for overtime (hours worked more than 40 in one pay week). Exempt status typically includes administrative, professional, managerial, specialized technical and some outside sales positions. If you are classified exempt, you will not need to report hours worked during the pay period and you will not receive overtime pay for hours worked in excess of 40 hours per week.

NONEXEMPT - These positions are subject to Federal Wage and Hour laws. Employees are entitled to overtime pay if they work in excess of 40 hours per week. Nonexempt employees must report all hours worked during a pay period.

The nature of the responsibilities of a position determines its status. The President/CEO will resolve all questions regarding the exempt/nonexempt classification status of any employee’s position. The status of an employee will be determined on their first day of employment. Any changes of status will be communicated to the employee before going into effect.

4.3 EMPLOYEE CLASSIFICATION

All employees will be classified in one of three categories.(1)Regular Full-Time(2)Regular Part-time(3)Project/Temporary

Certain employees may be classified as project/temporary employees, at the discretion of the President/CEO. Employees working less than 1,560 hours per year shall be considered project/temporary employees. They shall be paid an hourly rate as established by the President/CEO. Project/temporary employees shall not be provided insurance, sick leave, holidays, vacation, or other fringe benefits. Project/temporary employees working 1,560 hours per year or more will be included in DavenportOne’s pension plan.

4.4 PAYDAY

Employees are paid by check on a bi-monthly basis on the 15 th and the last day of the month, with the exception of Project/Temporary employees. Project/Temporary employees are paid on a bi-weekly

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basis. Direct deposit is available for Regular Full-Time employees only. When a payday falls on a weekend day or holiday, salary checks will be distributed on the previous working day. Pay for an individual employee is considered confidential. Discussion of salaries among employees is not productive and, therefore, is discouraged.

4.5 WITHHOLDING TAX

The net amount of a paycheck is, of course, not the full amount of the pay, which DavenportOne pays an employee. Federal law requires DavenportOne to deduct from the pay of employees specified amounts to be paid to the Government and credited against the employee’s income tax. The purpose of this practice is to keep the tax payments approximately up-to-date so that the employee will not have to pay a large sum at the end of the year.

Tax deductions are determined by the Internal Revenue Service and are based upon pay rate and the number of dependents. Any change in the number of dependents should be reported to the Executive Accounting Assistant immediately.

4.6 STATE INCOME TAX

The State of Iowa also determines tax deductions based upon pay rate and the number of dependents. The State of Illinois determines tax deductions based upon pay rate and marital status.

4.7 SOCIAL SECURITY TAX

The Social Security system was designed to provide workers with a variety of benefits including retirement payments, death benefits, disability insurance and income to survivors of covered workers. A percentage of each employee’s gross pay is deducted as the employee’s contribution for this protection. DavenportOne contributes an additional amount, which is equal to that deduction from each employee’s wages. The Social Security programs are in addition to the benefit programs that we have provided.

4.8 OVERTIME

Nonexempt (hourly) employees will be compensated for all time worked in excess of forty hours (40) per workweek. DavenportOne’s workweek runs from Sunday through Saturday. In accordance with Fair Labor Standards Act, overtime will be paid at the rate of 1-1/2 times the base hourly rate for all hours in excess of forty per work week. All overtime work must be pre-approved and authorized by

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your immediate supervisor or the President/CEO prior to working those hours. Unauthorized and unapproved overtime hours may result in disciplinary action. DavenportOne does count holiday pay as hours worked for calculating overtime. Mandatory overtime will be distributed as equitable as practical among employees qualified to perform the work in question. The person who normally and regularly performs the job on which overtime is required will perform daily overtime, such as that overtime requiring the employee to work past the end of their regularly scheduled hours. When more than one eligible employee wishes to work the available overtime, the overtime will be allocated based on the supervisor’s discretion.

4.9 GARNISHES

Each employee is expected to assume responsibility for his/her financial obligations. When these obligations are not met, we are required to comply, consistent with applicable state and federal law, with garnishments, which are received in the form of a court order to withhold wages. The affected employee will be advised, and the appropriate amount of his/her wages will be withheld and transmitted in payment of the garnishment until the garnishment is satisfied or otherwise canceled.

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SECTION FIVE: APPRAISALS

5.1 STAFF

Managers and employees are strongly encouraged to discuss job performance and goals on an informal day-to-day basis. A performance appraisal process has been implemented to provide both managers and employees an opportunity to formally discuss the employee’s performance.

The performance appraisal is a measurement tool used to identify how well the employee is doing his or her work, and the rating depends on the extent to which the employee’s performance meets the standards and goals of the position. The performance review also includes the review of attendance records. Salary increases are based on merit, the position’s salary range and outlined compensation practices, and are awarded by DavenportOne in an effort to recognize truly superior performance. The decision to award such an adjustment is dependent upon numerous factors, including information documented by the formal appraisal process and remains the sole discretion of the President/CEO with the approval of the Executive Board. It is the policy of DavenportOne to provide a performance appraisal for all employees according to the following schedule:

90-Day Introductory Period Appraisal Yearly thereafter on employees anniversary date

Management will review the records of employees reporting directly to them. These reviews will consider attitude, initiative, attendance, cooperation, adaptability, length of service, ability and performance for the purpose of recommending salary progression within the minimum and maximum authorized range. Recommendations for salary adjustments will be made in June by the President/CEO in conjunction with the Executive Board and approved by the Executive Board as part of the budget process.

Evaluations should include a written appraisal of each employee’s job performance. The appraisal should include the immediate supervisor’s comments and recommendations, an action plan and performance goals for the next evaluation period. Employees are encouraged to provide written comments regarding their performance evaluation. Information derived from the performance appraisal may be considered when making decisions affecting an employee including, but not limited to, training needs and opportunities, pay, promotion, transfer, discipline, or termination.

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It is the immediate supervisor’s responsibility to keep employees advised of their progress and performance. If at any time an employee feels uncertain as to how they are doing or where they stand, they should not hesitate to ask their manager for input. The procedures discussed in this policy are only guidelines and may change from time to time. Accordingly, these procedures are not a promise or contract express or implied, that will be used in every instance.

5.2 DISCIPLINARY PROCEDURES

This disciplinary policy is designed to establish guidelines pertaining to employee conduct, performance and responsibilities, in order to assure the orderly operation of DavenportOne and for the benefit and protection of the rights and safety of all employees. These guidelines are not intended to restrict the rights of anyone, but rather to help people work together according to the standards DavenportOne has established for efficient and courteous service.

Examples of inappropriate behavior and the corresponding disciplinary action are listed below. These examples are meant to be illustrative only and this list is not meant to be all-inclusive. The examples are grouped into minor offenses (Group I) and serious offenses (Group II).

Group I Offenses

First Offense: Verbal Warning & Retraining in Area of Offense2nd Offense: Written Warning or Probation and Retraining in

Area of Offense3rd Offense: Termination

Group I Examples

1. Leaving your job or regular working place during the working hours for any reason without authorization from your immediate supervisor, except for lunch or break periods

2. Excessive phone use for non-job related calls

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3. Interfering with the work of other employees4. Not meeting performance standards, goals and objectives of the

job5. Contributing to unsanitary conditions or poor housekeeping6. Endangering the safety of yourself or other employees7. Malicious gossip and/or the spreading of rumors8. Failure to follow dress code9. Any other violation which management considers detrimental to

DavenportOne

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Group II OffensesFirst offense: Written warning, suspension, probation or termination as elected by the President/CEO.

Group II Examples1. Falsification of time worked – either the employee’s or a

coworker’s2. Repeated absence without notification3. Improper handling of DavenportOne money or other negotiable

items4. Immoral conduct or indecency on DavenportOne property 5. Possession or consumption of illegal drugs, narcotics or alcohol

on DavenportOne property (Alcohol may be authorized by DavenportOne management for the entertainment of DavenportOne members or agents)

6. Reporting for work under the influence of alcohol, illegal drugs or narcotics.

7. Using profane, abusive or threatening language against any other employee on DavenportOne property or at a DavenportOne sponsored activity

8. Instigating a fight or attempting bodily injury on DavenportOne property or at a DavenportOne sponsored activity

9. Dishonesty of any kind10. Theft, vandalism or removal from DavenportOne premises

of any property or records of either DavenportOne or follow employees

11. Disobedience, insubordination, failure or refusal to carry out any reasonable assignment given to the employee by a DavenportOne official or manager

12. Disorderly conduct13. Violations of DavenportOne policies outlined in the

Employee Manual14. Possession of firearms, fireworks or explosives on

DavenportOne property without permission from management

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15. Betrayal of confidential information16. Conviction by a court for willful or reckless driving and/or

DWI or DUI while driving a DavenportOne vehicle at any time, or while driving any other vehicle for DavenportOne purposes

17. Submitting falsified documents18. Repeated Group I offense violations19. Withholding or falsifying information at the time of

application for employment20. Willfully or recklessly creating an unsafe situation21. Refusal to obey the request of a manager for you to

receive medical treatment for a work related injury

22. Not following established processes or procedures23. Any other violation which management considers

detrimental to DavenportOne

5.3 PROBLEM SOLVING PROCEDURES

It is the policy of DavenportOne that all employees should have an opportunity to present their work related complaints and to appeal management decisions through a dispute resolution or grievance procedure. DavenportOne will attempt to resolve promptly all grievances that are appropriate for handling under this policy.

A grievance is defined as an employee’s expressed feeling of dissatisfaction concerning a policy interpretation or application of a work-related policy by management, supervisors, or other employees. Examples of matters that may be causes of grievances appropriate under this policy are preferential treatment, coercion, retaliation, harassment or intimidation, alleged discrimination, or unfair administration of employee benefits or conditions of employment.

Employees must notify the President/CEO of any grievances considered appropriate for handling under this policy. The grievance procedure is the exclusive remedy for an employee with an appropriate grievance.

Employees are not to be penalized for proper use of the grievance procedure. However, it is not considered proper for an employee to

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abuse the procedure by raising grievances in bad faith, solely for the purposes of delay or harassment, or by repeatedly raising grievances that a reasonable person would judge to have no merit. Implementation of the grievance procedure by an employee does not limit the right of DavenportOne to proceed with any disciplinary action, which is not in retaliation for the use of the grievance procedure. The grievance procedure has a maximum of two steps, but grievances may be resolved at any step in the process. Grievances will continue until the employee or DavenportOne does not file an appeal within stated time limits, or exhausts the right of appeal. A decision becomes binding on all parties whenever an employee does not file a timely appeal or when a decision is made in the final step and the right to appeal no longer exists.

Employees who feel they have an appropriate grievance should proceed as follows:

Within ten (10) working days bring the alleged conduct, act or interpretation in question to the attention of the immediate supervisor in writing. (If the grievance involves the supervisor, then it is permissible to proceed directly to step 2.) The supervisor should discuss the grievance with and take guidance from the President/CEO, investigate the grievance, attempt to resolve it, and give a decision to the employee in a timely fashion. The supervisor should prepare a written and dated summary of the grievance and proposed resolution for file purposes in a timely fashion and provide a copy to the President/CEO and the employee. As used in this policy, the term “timely fashion” will mean ten working days.

If the employee is dissatisfied with the supervisor’s decision, they should appeal the decision to the President. Such an appeal must be made within ten (10) days of notification of the supervisor’s decision using a written format, which fully describes the situation. The supervisor’s version of the grievance and decision will then be submitted in written form. The President/CEO will, within ten (10) days confer with the employee, the supervisor and other members of management considered appropriate; investigate the issues; and communicate a decision in writing to all parties involved. The President/CEOs decision shall be final and binding.

Final decisions on grievances will not be precedent setting or binding on future grievances unless they are officially stated as common policy. When appropriate, the decision will be retroactive to the date of the employee’s original grievance.

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This grievance procedure is intended as a guideline only, and should not be construed as a contract or guarantee of employment, or in any way altering the at-will status of employees. While it is the intent of DavenportOne to follow the steps outlined in the grievance procedure, DavenportOne may, in its sole discretion, bypass any or all of the steps in some circumstances.

Information concerning an employee’s grievance is to be held in strict confidence. Supervisors and other members of management who investigate a grievance are to discuss it only with those individuals who have a need to know about it or who are needed to supply necessary background information.

Time spent by employees in grievance discussions with management during their normal working hours will be considered hours worked for pay purposes.

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SECTION SIX: BENEFITS

6.1 PAID TIME OFF – VACATION

All regular full-time employees are entitled to vacation with pay. No vacation privileges are authorized for regular part-time or project/temporary employees. Employees will earn 80 hours (two weeks) vacation after their first year of continuous service. To be used during their second year of employment or the employee may choose to borrow up to 40 hours (one week) of vacation after six months of continuous service from the vacation allowed for the following year.

Length of Continuous Service Vacation the Following Year

1-5 Years 80 hours (two weeks)6-10 Years 120 hours (three

weeks)over 10 Years 160 hours (four

weeks)

Except in extenuating circumstances, at least one week’s notice will be required on requests for vacation time off. Every effort will be made to arrange vacation according to individual preferences, but an excess number of employees will not be allowed to be absent at the same time as approved by the President/CEO and the Executive Accounting Assistant. A maximum of forty (40) hours vacation time carry over from one year to the next will be permitted. Unless previously approved, no more than eighty (80) consecutive hours (two weeks) may be scheduled at one time. All regular full-time employees who terminate in good standing and terminate for other than cause will receive any unused and pro-rated vacation pay. Any considerations beyond this policy are subject to President/CEO approval. Vacation is earned on the anniversary of the hire date of the employee. Should one of the paid holidays listed below fall within the vacation period, an extra vacation day will be allowed.

6.2 HOLIDAYS

DavenportOne regular full-time employees are eligible for the following paid holidays:

January 1 - New Year’s DayMay - Memorial Day

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July 4 - 4th of JulySeptember - Labor Day (1st Monday)November - Thanksgiving Day (4th Thursday)November - Day after Thanksgiving (4th

Friday)December 24 - Christmas Eve DayDecember 25 - Christmas Day

Those holidays falling on a Saturday will be observed on Friday. When a holiday occurs on Sunday, it will be observed on Monday.

6.3 PAID TIME OFF – SICK LEAVE

Regular full-time employees earn sick leave at the rate of one day per month of service (3 days maximum in the first six months of employment and 10 days maximum per year thereafter). Unused sick leave may be accrued to a maximum of 120 workdays.

If an employee leaves the employment of DavenportOne, they will not be compensated for medical leave days accumulated.

Sick leave benefits are insurance for future need and are not to be used excessively or abused. The President/CEO or the employee’s direct supervisor may request a doctor’s statement to confirm the specific nature of an illness. Failure of the employee to provide such a statement when requested will result in non-payment of sick leave benefits for the period in question.

Sick leave benefits provided shall apply to absences due to legitimate illness or accident of the employee, and to legitimate illness or accident involving a spouse or child of the employee where the employee must be away from work to help care for the spouse, child or step-child, but an employee shall be entitled only to one total benefit outlined above which the employee will have to allocate among the employee, children, and/or spouse. For example, if because of legitimate illness of a spouse requiring care by the employee all employee sick leave benefits outlined above are exhausted, all sick leave benefits for the employee will be considered exhausted in the event of future individual illness of the employee.

When an employee returns from a sick leave absence, a time-off request form must be submitted by employee, signed by the immediate manager, and include the dates and hours of the absence.

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6.4 HEALTH & DENTAL

Health and Dental insurance is available to all Regular Full-time employees. DavenportOne pays a portion of the premium cost. Employees portion is covered under a cafeteria plan allowing for employee portion to be tax-free. Eligibility commences on the first day of the month following employment start date.

Should employees terminate their employment with DavenportOne, they may continue coverage through DavenportOne but at their own cost as required by COBRA.

Continuation of Health Care Coverage – Federal law requires most employers sponsoring group health plans to offer employees and their families the opportunity for a temporary extension health coverage (called continuation coverage) at group rates in certain instances where coverage under the plan would otherwise end.

This Federal law is more commonly referred to as “COBRA”. Forms are available with more information regarding this law from the plan administrator.

If you are an active employee of DavenportOne and covered by the health care plan, you have a right to choose continuation coverage if you lose your coverage because of a reduction in your hours of employment (for reasons other than gross misconduct).

Under the law, the employee or family members have the responsibility to inform DavenportOne within 60 days of a divorce, legal separation, or a child losing dependent status under the health care plan. You will then have at least 60 days from the date you or your dependent would lose coverage to inform DavenportOne that you want continuation coverage. If you do not choose continuation coverage, group health coverage will end.

6.5 WORKERS’ COMPENSATION

DavenportOne employees are protected under the provisions of the Workers’ Compensation Act, which provides medical and hospital care, and partial compensation for lost time in case of an accident or an occupational disease incurred in the course of employment.

DavenportOne pays a considerable amount each year for the insurance required for this protection. If, in connection with DavenportOne duties, an employee suffers an injury of any kind, even though it may be considered of a trivial nature, he/she is required to

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report it immediately to the Executive Accounting Assistant using the Accident Report Form (Appendix C).

6.6 GROUP LIFE INSURANCE

All regular full-time employees (working at least 1,560 hours per year) will be enrolled for coverage the first day of the month following 90 days of employment. If you are not working full-time on the day you would otherwise become insured, your insurance will be deferred until you return to active, full-time work.

The premiums for this insurance plan are paid for entirely by DavenportOne. The amount of the insurance is 1-½ times your annual salary rounded to the next highest $1,000.

Your Life Insurance coverage is designed to provide a specific amount of insurance to a beneficiary of your choice in the event of your death. This insurance amount is payable under the settlement options offered by the insurance carrier.

Your insurance terminates when your employment terminates. All insurance will terminate by reason of discontinuance of the Master Policy.

Also included with the life insurance policy is an accidental death or dismemberment benefit. The amount of coverage is the same as the employee’s group life insurance (1 ½ times the employees annual salary rounded to the next highest $1,000). This coverage is designed to provide benefits for death or certain dismemberment must occur (i) directly, and independently of all other causes, from an accident, and (ii) within 90 days of the date of the accident.

The premiums for this insurance plan are paid for entirely by DavenportOne.Further details are available and will be presented to the employee upon eligibility from the Vice President of Membership and Internal Operations.

6.7 GROUP DISABILITY INSURANCE

All regular full-time employees (working at least 1,560 hours per year) are eligible for coverage the first day of the month following 90 days of employment. If you are not working full-time on the day you would otherwise become insured, your insurance will be deferred until you return to active, full-time work. You must be insurable by carrier. You may have certain riders on your coverage.

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Further details are available and will be presented to the employee upon eligibility from the Vice President of Membership and Internal Operations.

The premiums for this insurance plan are paid for entirely by DavenportOne.

6.8 RETIREMENT

Define contributions (401k) – All employees of DavenportOne who have satisfied the eligibility requirements are participants of the plan. Those eligibility requirements include being 21 years of age and working more than 1,560 hours in the Plan Year. Eligibility commences with hiring at January/July enrollment date for all regular full-time employees. The plan, administered by ACCE, requires no contribution by the employee. DavenportOne will contribute 6 percent of an employee’s annual salary yearly. Employee may contribute tax free subject to HCE limitations. If an employee chooses to contribute to the plan, DavenportOne will contribute an additional 1% to the employees account. The vesting schedule is 6 year graded. The investment of these funds is self-directed by the participant.

6.9 CONTINUING EDUCATION/STAFF DEVELOPMENT

DavenportOne encourages its employees to pursue continuing educational opportunities related to employment and which will ad to the effectiveness and efficiency of the employee. Certain educational opportunities will be budgeted on an annual basis; however, employees are encouraged to discuss other opportunities with the President/CEO who will ask for special allocations from the Executive Board.

From time to time, employees will be encouraged to attend workshops, seminars, institutes and conferences. DavenportOne will pay expenses associated with such programs.

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SECTION SEVEN: LEAVES

7.1 UNPAID LEAVE

DavenportOne recognizes that from time to time personal situations will arise in which an employee needs time off from work but the absence is not covered by other DavenportOne leaves. In such situations, which may include time off for educational studies, personal and family reasons, etc., an employee may request unpaid leave.

Unpaid leaves may be approved only if a person’s position can remain unfilled or can be filled with a temporary or part-time employee and if the person’s absence will not be detrimental to the program or services of DavenportOne.

The manager in consultation with the President/CEO can grant unpaid leave of 5 days or less-. It is the responsibility of the employee to request leave in writing.

A copy of the signed request and approval should be provided to the President in advance of the leave.

Unpaid leave of 1 to 6 weeks – must be requested in writing in advance and requires the written approval of the President/CEO and the Executive Board. Insurance coverage continues for leaves up to six (6) weeks. At six weeks, continuation of medical and dental coverage may be elected through the COBRA privilege. If not elected through COBRA, coverage ceases at six (6) weeks. Paid accruals for vacation and sick disability leave benefits cease at the time the leave commences, but those already accrued will not be affected.

There is no assurance that the same job will be available upon return from an approved leave. Persons who do not return at the end of a leave will be considered to have terminated their employment, and if rehired will be considered a new employee.

7.2 JURY DUTY/ELECTION LEAVE

Employees are encouraged to fulfill their civic responsibilities by reporting for jury duty when called. All regular employees are eligible for leaves of absence according to relevant laws and regulations.

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To request jury duty leave, employees must present the summons for jury duty to their manager with a copy to the Executive Accounting Assistant. If both believe that the employee’s absence from work will render undue hardship on DavenportOne, they may request that the employee be excused from jury duty.

Regular full-time employees are eligible for a maximum of two weeks of paid leave with the remainder of the jury duty covered through unpaid leave, unless the employee elects to use any accrued vacation leave. For the two weeks of paid leave, employees may be required to submit their jury duty stipend and be paid the difference between the pay for jury duty and the employee’s base pay for that time period according to the following:

Exempt employees – who are able to concurrently meet their job responsibilities and that of jury duty, are not required to submit their jury duty stipend to DavenportOne.

Non-exempt employees – for whom substitutes are required for coverage of the employees’ work, are to submit jury duty stipends.

7.3 MILITARY LEAVE

DavenportOne recognizes that employees may have obligations that need to be honored regarding military services. To permit employees to meet their military obligations, DavenportOne will provide military leave according to all applicable state and federal regulations. This leave is unpaid unless the employee elects to use accrued vacation time as part of that leave time.

To request military leave; employees are to provide the Executive Accounting Assistant with a copy of the orders for military duty as soon as possible after the employee receives them.

This section applies to all regular full-time employees.

7.4 BEREAVEMENT LEAVE

DavenportOne will grant up to three days paid bereavement leave to an employee following the death of an immediate family member. Immediate family members are defined as spouse, child, stepchild, parent, stepparent, sibling, grandchild, grandparent or a spouse’s parent or grandparent. DavenportOne certainly understands that an employee may need more time than is provided and outlined as a benefit. Employees should confer with the President/CEO or their

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direct supervisor for approval to use paid time-off for additional time away from work. If no paid time off is available, time-off without pay may be considered. Time off to attend the funeral of other relatives or close friends must be arranged through the employee’s supervisor. Arrangements may be made to take paid time off.

7.5 REQUEST AND AUTHORIZATION FOR LEAVE

Request and Authorization for Leave forms should be completed anytime an exempt or nonexempt employee misses work. For Paid Time Off requests, the procedure is as follows:

The employee obtains form from the Executive Accounting Assistant

Immediate supervisor approves/disapproves paid time off request in accordance with DavenportOne Policy, informs the employee and forwards form to the Executive Accounting Assistant

Executive Accounting Assistant verifies that employee has Paid Time Off available and logs Paid Time Off use on calendars

For other types of leave, such as medical, bereavement, jury/election duty, unpaid , or military, the employee should complete a form in advance whenever possible. However, in some circumstances they will be unable to do this, so the employee should complete the form as soon as they return to work. Executive Accounting Assistant records these occurrences on the employee’s attendance calendar and keeps the form with the calendar.

NO TIME OFF WILL BE PAID WITHOUT THE SIGNATURE OF BOTH THE EMPLOYEE AND THE IMMEDIATE SUPERVISOR.

Adjustments received after payroll has been transmitted will be made on the following paycheck.

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SECTION EIGHT: OPERATING POLICIES & PROCEDURES

8.1 KEYS AND PASSES

Keys and passes needed for DavenportOne business are issued to employees through the Executive Accounting Assistant.

If a key is lost, a $5.00 key replacement fee will be assessed to that staff member. Lost keys or passes must be reported to the Executive Accounting Assistant as soon as the loss is discovered. Further action needed to assure security when a key is lost will be determined on a case-by-case basis. Broken keys are to be turned in. At no time are individually assigned keys to be passed on from one employee directly to another, nor are copies to be made by staff.

8.2 HOURS OF EMPLOYMENT

The hours of employment for DavenportOne regular full time employees are Monday thru Friday 8:30a.m. to 5:00 p.m.. Lunch breaks are an hour in length. The management staff will observe these hours, however, meeting attendance and other duties dictate the length of the workday.

Occasionally, the staff may be required to assist at evening events or other functions. Rarely the staff is asked to work on Saturday, however when the need arises, all staff members are expected to comply. Clerical employees are paid on a 40-hour week basis. The actual hours of employment equate to 37 ½ hours. The President/CEO or designee assigns work schedules.

DavenportOne is closed to general business on Saturdays, Sundays and certain holidays, and after 5:00 p.m. on weekdays. If an employee finds it necessary to be at the office when the office is normally closed, it is his/her responsibility to see that all doors are locked and all lights are out before he/she leaves.

8.3 BREAKS

Employees are not expected to work eight hours a day without having a break. Breaks should be within reason. There is no objection to drinking beverages at your desk. Conversations of a social nature should not be such as to distract from those who have assignments to complete.

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8.4 PUNCTUALITY

The work of all depends upon individual cooperation. Thus, it is expected that all employees will report promptly for work in the morning, will not abuse lunch hour provisions, and will not “rush” the clock at quitting time.

8.5 TOBACCO FREE ENVIRONMENT

It is DavenportOne’s desire to provide a safe, healthy and productive environment in which to work and learn and to promote a holistic approach that emphasizes the growth and health and well-being of employees guests and visitors.

It is the policy of DavenportOne to provide a tobacco-free environment in which there is no smoking or use of tobacco products on the premises.

8.6 EMERGENCIES AND INCLEMENT WEATHER

Fire Alarm Action Plan

When the fire alarm sounds you should LEAVE the building immediately.

Staff in offices should close office doors upon exit

Do not stop in the hallways; proceed outside at all times.

All soundings of the fire alarm must be treated as an emergency. Do not question the alarm or assume it is not real. LEAVE THE BUILDING IMMEDIATELY. It is the responsibility of each person to ensure that his or her area has been evacuated. When the situation is cleared by the Fire Department you may return to your work area.

Other types of Emergency Warnings

TORNADOES: In the event of a tornado, proceed to the large boardroom and take cover.

MEDICAL EMERGENCIES: Call 911 and be prepared to answer questions about the victim and contact a coworker for assistance.

BOMB THREAT: Whoever receives the call that a bomb has been placed in the building or suite should:

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Call 911 and provide name, building address, and floor and suite number. Repeat information from the caller.

Remain calm and remember as much information about the conversation as possible.

Use the Bomb Threat Checklist (Appendix B) to record what the caller said, identify as closely as possible the age, sex, and the accent of the caller, identify any background noise, and assess the validity of the call.

Ask the caller where the bomb is located, when it is set to go off, and what the bomb is contained in.

Call 911 and provide name and building address. Repeat information from the caller.

Evacuate the building.

Everyone is requested to notify the police of any suspicious objects or persons prior to evacuating the building.

Take purses, packages, briefcases, suitcases; all of these items are suspect and may be destroyed by the Bomb Squad if left in the suite. Further, in evacuation, your suite will be left unprotected and security coverage could lapse.

Do not touch or disturb any unusual items you may find. Report on them to the authorities.

Be aware of suspicious persons entering your suite, or of strange behavior exhibited by any staff person. Any abnormal activity should be reported to the Bomb Squad.

EARTHQUAKE: Although it is unlikely that our facility will have such an event, get under a desk or table to protect yourself from falling debris.

INCLEMENT WEATHER: Office closings or delays in opening will not be announced over the radio. Anyone who is safely able to travel to and from the office is expected to do so. Office closing due to inclement weather conditions will be treated as time worked for staff at work when the President/CEO or designee announces the closing. Employees that leave before the office closes, may with supervisory

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approval, make up any time off within the same workweek. Other absences on that day will be treated according to how the time off was originally requested. Non-exempt staff that are asked or required to remain at work after the closing will receive pay for the hours closed as well as pay for all hours worked.

8.7 CONFIDENTIAL MATTERS

DavenportOne is an organization to which many matters of a confidential nature are entrusted. Each employee must keep in strictest confidence whatever information he/she may acquire concerning the matters being handled by the various staff members and committees.

8.8 LEAVING THE OFFICE

Staff members leaving the office during office hours will leave word with the receptionist where they can be reached and expected time of return.

8.9 PERSONAL APPEARANCE It is the policy of DavenportOne that each employee’s dress, grooming, and personal hygiene should be appropriate to the work situation. Employees are expected at all times to present a professional, business image to members, prospects, and the public. Acceptable personal appearance, like proper maintenance of work areas, is an ongoing requirement of employment with DavenportOne. Radical departures from conventional dress or personal grooming and hygiene standards are not permitted.

Office workers and any employees who have regular contact with the public must comply with the following personal appearance standards.

Employees are expected to dress in a manner that is normally acceptable in similar business establishments. Employees should not wear suggestive attire, athletic clothing, short shorts, themed T-shirts, novelty buttons, baseball hats, and similar items of casual attire since this clothing does not present a business appearance. In general, clothing/fabric should be nicely pressed or wrinkle free.

Hair

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Hair should be clean, combed and neatly trimmed or arranged. Shaggy, unkempt hair is not permissible regardless of length. Hairstyles and color should be appropriate for business standards.

Make-up

Make up must be in good taste at all times.

Shirts, Blouses and Sweaters

Shirts, blouses and sweaters must be conservative in nature and business-like. Professional short-sleeved or sleeveless shirts and blouses are allowed. “Spaghetti strapped” blouses of any kind are not allowed unless worn with a jacket, suit coat or blazer at all times. All shirts and blouses must be long enough to cover the midriff

Skirts, Dresses and Slacks

Skirts and dresses, which are fashionable and not exceeding 6 inches above the knee, are permitted. When wearing skirts and dresses that are above the knee in length, hose must be worn. Large flared bottom, “hip huggers” or high-contrasting stitching is not allowed. Extreme lightweight fabrics (skirts and dresses) that are partially transparent are not permitted unless worn with a slip.

Personal Hygiene

Personal appearance starts with good personal hygiene, bathing, and deodorant.

Employees who do not regularly meet the public should follow basic requirements of safety and comfort, but should still be as neat and businesslike as working conditions permit.

Certain employees may be required to meet special dress, grooming, and hygiene standards, such as wearing uniforms, depending on the nature of their job.

At its discretion, DavenportOne may allow employees to dress in a more casual fashion than is normally required. On these occasions, employees are still expected to present a neat and “casual professional” appearance, and are not permitted to wear ripped, frayed or disheveled clothing, athletic wear, or similarly inappropriate clothing. During these occasions, sweatshirts, sleeved T-shirts, and polo shirts are permitted (preferably those which depict DavenportOne logos or which positively promote

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the Davenport Area or Iowa). Slacks, or “khaki’s” are appropriate wear. These Occasions include:

o Fridays are “Casual Days”o Extremely hot & humid summer dayso Special events such as: trade shows, downtown events,

other special events where you are working, representing DavenportOne at a function out of the office.

If employees will see customers or attend influential outside meetings, dress should be standard DavenportOne business attire regardless of the designated “casual day”.

Any employee who does not meet the standards of this policy will be required to take corrective action, which may include leaving the premises. Violation of this policy may also result in disciplinary action.

8.10 SERVICE

Pleasant and courteous treatment of callers and prompt, intelligent and complete service are required of everyone employed by DavenportOne. DavenportOne is a service organization, and our members and others expect us to have the answers to many of their questions.

Never tell an inquirer that we cannot secure the answer to their question until all means of obtaining the answer have failed and after all reference books or guides have been consulted. If you are “stumped” by any question, tell the inquirer that while we do not have the information immediately available, every effort will be made to obtain it for them – asking for their telephone number in order that you may call back.

Abrupt or discourteous manners in dealing with the public, or in answering inquiries by telephone, will be considered a violation of organization policy.

8.11 VISITING

Employees should bear in mind that visiting between members of the staff takes not only the time of the one visiting, but of the one visited as well. Therefore, except for execution of official duties, such visiting should be kept to a minimum.

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8.12 WASTEFULNESS

Stationery and supplies are to be used only as needed to perform assigned duties and not for personal use. Their economical use is a factor in determining the efficiency of employees.

Time is also valuable. DavenportOne pays employees for their time during office hours. The organization expects that this time will be spent effectively on organization responsibilities.

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SECTION NINE: ADMINISTRATIVE POLICIES

9.1 CONDITION OF OFFICE

NEATNESS – All employees are asked to cooperate in keeping the office neat and orderly at all times. Tops of tables, files, etc. should be kept clear at all times of unnecessary books, papers, and so forth. Desks should be cleared before leaving the office or before going home at the end of the day.

The upstairs work room, the copy area, the postage room should be kept orderly, discarding empty boxes when necessary. The person using it should clean the conference rooms including wiping tables off, following meetings and returning furniture to its proper place.

9.2 FILING

An adequate and systematic set of files is to be maintained. The work of each business unit of DavenportOne has its own filing needs and the system must be adapted and modified to meet the special needs.

Staff members are required to keep full and comprehensive records in their files of all essential activities and conferences. When matters of importance are handled which are not covered in correspondence or in committee minutes, a special memorandum should be prepared and placed in the proper file.

9.3 INFORMATION

DavenportOne will comply with all requests for information unless it is contrary to established policies.

When individuals or firms as DavenportOne for names of Davenport area firms supplying materials or services, complete lists of such member firms will be supplied in order that the inquirer may negotiate with any or all such members with no recommendation from DavenportOne.

In such an instant where a customer demands or requests only a limted number of firms, such referrals should be made in random order.

9.4 INQUIRIES

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All inquiries concerning the reputation of members of DavenportOne or other individuals or firms should be referred to the President/CEO. Great care must be used in answering inquiries regarding financial standing of firms or individuals. In the case of an inquiry regarding a member, it is suggest the reply state:

“We are glad to state that (name of party inquired about) is a member of DavenportOne in good standing. However, we have a policy made by our Board of Directors which prohibits our giving information regarding the financial standing of a concern, whether members or not.”

In the event the party inquired about is not a member, it is suggested that the reply state:

“We regret to say that (name of party inquired about) is not a member of DavenportOne. Regardless of that, we have a policy made by our Board of Directors which prohibits our giving information regarding the financial standing of a concern, whether members or not.”

Inquiries by telephone, or otherwise, which the receptionist cannot readily answer, shall be referred to the proper department.

9.5 ENDORSEMENTS

As a matter of general practice, DavenportOne makes no endorsements by letter, telephone, through the press or otherwise of any private product, plan, project, company, individual, or agency where such is not obviously for the benefit of the community as a whole. When individuals or firms ask DavenportOne for names of Davenport area firms supplying materials or services, complete lists of such member firms will be supplied in order that the inquirer may negotiate with any and all such members with no recommendations from DavenportOne.

9.6 DISTRIBUTION & ACKNOWLEDGEMENT OF INCOMING MAIL

All mail coming to DavenportOne is delivered directly to the receptionist’s desk where it is sorted and distributed as soon as possible. Mail addressed confidential or personal to any member of the staff is not opened.

All correspondence should be acknowledged within 24 hours after receipt, if at all possible. In the event a complete reply cannot be made, an acknowledgement should be sent stating that further

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information will follow. All responses should follow accepted standards for business correspondence.

9.7 MAILINGS

NEATNESS – Great care should be exercised in the preparation and typing of letters, reports, and all other matters emanating from this office. DavenportOne should reflect the highest standard of office practice. Neatness is of first importance and all typewritten matter must be carefully done, properly space arranged on the sheet and proofread.

LETTERHEAD – DavenportOne letterhead is not for general use, and all requests for letterhead and envelopes from members, officers or committee members should be granted only with the approval of the President/CEO.

9.8 ANSWERING THE TELEPHONE

Conversations should be kept business-like, brief, informative but courteous. All incoming calls need to be answered as soon as possible and each caller should be given a greeting (such as Good Morning, Happy Holidays, etc.) and identification (“DavenportOne, this is _______speaking”). Calls should be directed to the appropriate staff member in as efficient manner as possible so as not to delay the caller or disturb other staff members.

If a caller is seeking a staff member who is not in the office the appropriate phrase to use is “I’m sorry, (staff member) is out of the office but is expected to return around (time), would you like his/her voice mail?”

When a call comes in for someone who is talking on another phone, the one answering should report: “He/She is on another line; would you care to hold or may I have him/her return the call?” If the caller prefers to hold, keep him/her informed every 60 seconds. Do not leave the call on hold indefinitely without checking to see if the caller desires to continue waiting.

No phone should ring more than three times before someone answers it. If a line is ringing, all employees should be willing to answer it even if they are only able to take a message for a call to be returned. All incoming calls can be answered from any phone by picking up the receiver and pushing # 510.

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Personal phone calls (both incoming and outgoing) should be the exception rather than the rule – they tie up phone lines and, naturally, detract from work responsibilities. The use of the telephone for personal conversation must be held to a minimum.

All personal long distance phone calls should be made using the individual’s personal long distance code.

9.8A PROCEDURE FOR HANDLING ALL PRESS AND MEDIA INQUIRIES

DavenportOne’s President and CEO is the chief spokesperson for the organization and as such is the primary source for information regarding DavenportOne and its programs, including those programs affiliated with the Downtown Partnership.

In order to maintain message integrity, impart consist information and reinforce a strong brand identity, DavenportOne external communications must first be approved by the President &CEO prior to release. External communications subject to approval include responses to media requests for information and interviews; press releases; letters to the editor; radio call-in commentary, whether anonymous or attributed; sound-off commentary; or other mediums employed by DavenportOne or on its behalf in which its programs, activities or mission are characterized or discussed.

Effective immediately, all media requests for information or interviews are to be brought to the attention of the President and CEO and vice president of Marketing and Public Relations as soon as the request is received. The President and CEO and vice president of Marketing and Public Relations are to be advised of the time of the request, who is requesting the information, what information is sought, the deadline to respond, and any other pertinent facts that will help determine the best course of action. The President and CEO and vice president of Marketing and Public Relations will then determine the appropriate course of action, including:

1) The President & CEO may respond directly to the media inquiry on behalf of DavenportOne

2) The President and CEO may designate an alternate spokesperson to respond to the media inquiry

3) The President and CEO may determine that DavenportOne decline to respond

Every attempt will be made to respond to all inquiries and requests in a timely manner that accommodates media deadlines. However, absent specific approval from the President and CEO, or in his

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absence, approval of the vice president of Marketing and Public Relations, no DavenportOne staff member is authorized to speak with the media, provide background information or source material, or represent the organization to the public via the media.

9.9 USE OF EQUIPMENT/DAVENPORTONE PROPERTY

Employees are expected to take all precautions necessary to assure that our equipment and other property are not lost, damaged, or stolen. Employees should notify the Executive Accounting Assistant if equipment is in need of repair.

Employees may not use DavenportOne’s equipment on another job without authorization from the President/CEO.

Removal of any DavenportOne property or records without the President/CEO’s authorization is not allowed and will subject the employee to disciplinary action and/or termination. Any theft or loss should be reported to the Executive Accounting Assistant immediately. The Executive Accounting Assistant will then notify the President/CEO.

9.10 TELEPHONES, COMPUTER SOFTWARE AND ELECTRONIC MAIL USAGE (E-MAIL)

TELEPHONE & CELLULAR PHONE USAGE

The primary purpose of your telephone is for business calls. Personal calls should be kept to a minimum and then preferable limited to emergencies or extreme necessities. DavenportOne reserves the right to monitor incoming and outgoing calls, and excessive use of regular line for personal business may result in disciplinary action.

COMPUTER SOFTWARE

No outside software should be brought into DavenportOne and/or installed on any DavenportOne computer without prior approval from the Executive Accounting Assistant. In addition, all new software should be “virus checked” by the Executive Accounting Assistant before being installed on any DavenportOne computer. All DavenportOne PC’s will be checked annually for compliance with all software licenses. No-notice audits may be conducted as well.

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ELECTRONIC MAIL (E-MAIL) USAGE

E-Mail PolicyThe electronic mail system at DavenportOne is a wonderful, modern business communication device. It saves time and paper, and is intended to make our daily business communication easier and more convenient. However, this system is not foolproof and on occasion, messages are read by persons for whom they were not originally intended. All employees are required to adhere to the following policy.

Ownership- All information and messages that are created, sent, received or stored on DavenportOne’s e-mail system is the sole property of DavenportOne.

E-Mail Review – All e-mail is subject to the right of DavenportOne to monitor, access, read, disclose and use such e-mail without prior notice to the originators and recipients of such e-mail. E-mail may be monitored and read by authorized personnel for DavenportOne for any violations of law, breaches of DavenportOne policies, communications harmful to DavenportOne, or for any other reason.

Prohibited Content – E-mails may not contain statements or content that is libelous, harassing, illegal, derogatory, or discriminatory. Foul, inappropriate or offensive messages such as racial, sexual, or religious slurs or jokes are prohibited. Sexually explicit messages or images, cartoons or jokes are prohibited.

Security – The e-mail system is only to be used by authorized persons, and an employee must have been issued an e-mail password in order to use the system. Employees shall not disclose their codes or passwords to others and may not use someone else’s code or password without express written authorization from DavenportOne.

No Presumption of Privacy – E-mail communications should not be assumed to be private and security cannot be guaranteed. Highly confidential or sensitive information should not be sent through e-mail.

Message Retention and Creation – Employees should be careful in creating e-mail. Even when a message has been deleted, it may still exist in printed version, be recreated from a back-up system, or may have been forwarded to someone else. Please note that appropriate electronic messages may need to be saved. And, DavenportOne may be required to produce e-mail in litigation.

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Consequences of Violations – Violations of this policy or other company policies may result in discipline, suspension and even termination of employment.

9.11 CONTROL

The policy control of DavenportOne is vested in the Board of Directors. The Board consists of 33 members. The Board will also have five (6) elected officers – Chairman, Immediate Past Chairman, first vice Chairman, two Second Vice Chairmen, and Treasurer – who shall be voting members of the Board of Directors. The government and policy making responsibilities of DavenportOne shall be vested in the Board of Directors, which shall control its property, be responsible for its finances, and direct its affairs.

The Executive Committee consists of the officers of DavenportOne, and between meetings of the Board may exercise all the powers of the Board involving the formation of general policy and the establishment of courses of action.

The administrative control, including overall staff supervision, is vested in the President/CEO.

9.12 COMMITTEES OR TASK FORCES

Committees/task forces of DavenportOne may not commit the organization until the Executive Committee or the Board of Directors has approved recommendations upon a given project or unless a given committee has been specifically authorized by the approved Business Plan to take certain action. A task force has only such powers as may be given it by its parent committee, and its reports are made only to its parent committee.

Standing committees of DavenportOne, as a matter of general practice, arrange for regular meetings. Except for the existence of special extenuating circumstances, membership in DavenportOne is a prerequisite to membership on a committee. A member who accepts a committee assignment is expected to do his/her share of the work at hand or be willing to be replaced.

9.13 COMMITTEE APPOINTMENTS

The Chair of the Board makes all appointments to DavenportOne committees. While department heads and the President may make recommendations for the appointment of committee chairs, the Chair of the Board also finally appoints these.

Any changes proposed in the committee personnel during the year should have the approval of the President/CEO.

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9.14 MEETINGS

METHOD OF CALLING

Meeting notices will be sent by the person in charge of the meeting or their designee; he/she will then follow-up with a fax, e-mail or telephone reminder prior to the meeting if necessary.

GENERAL

In preparing for committee meetings, chairmen should arrange an agenda of business, which is to be presented to the committee in such a way as to insure that everything of importance is addressed and the meeting is conducted in an orderly manner. Minutes of the last meeting should be ready for distribution.

When a new member is added to a committee, the person in charge of that committee will notify the member of his/her appointment and the date of the next meeting. He/she should check his/her attendance and endeavor to secure his/her presence at the next meeting, and if present, introduce him/her o the chairman and other members of the committee.

9.15 DAVENPORTONE BUILDING FACILITIES

All arrangements for use of the DavenportOne conference rooms should be made by checking the staff calendar to be sure space is available. IF space is available the meeting should be listed on the staff calendar noting the space reserved.

The conference rooms of DavenportOne are primarily for DavenportOne business and committees. Other member of DavenportOne may use thee facilities after checking with the receptionist for availability.

9.16 BUSINESS PLAN – FIVE YEAR AND ONE YEAR PLAN

The President/CEO with the help of the staff and committees drafts the Business Plan. After the approval of this plan by the Board of Directors, it becomes a general guide for the operation of DavenportOne.

Copies of the one and five year plans are inserted in the front of this manual.

9.17 SOLICITATIONS

Solicitations and distribution of literature is prohibited upon the premises unless prior approval is obtained from the President/CEO, Executive Vice President or the Executive Accounting Assistant. Violators will be asked to leave the building. Any employee who

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observes such a person is asked to contact the President/CEO or ask the person to leave. Employees must have prior approval from the President/CEO, Executive Vice President or the Executive Accounting Assistant to distribute literature or to solicit donations in the building during working hours.

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SECTION TEN: TRAVEL POLICIES

10.1 BUSINESS TRAVEL ( Also see Expense Accounts )

The President/CEO’s approval is required for any out-of-town business trips. Staff members request such approval and by furnishing details as to where they will travel and for what purpose.

Legitimate business expenses incurred while traveling for the organization will be reimbursed. Staff members are required to present support data for such expenses with their Expense Report. Personal items purchased with company funds will not be allowed.

Employees are expected to take reasonable measures to contain business-related expenses. The following items represent specific examples of this policy.

Airline Travel Employees are expected to fly coach class

Car-Rental Mid-size cars will be standard

Lodging Employees should select moderately priced hotels unless your presence at headquarters hotel is beneficial for convenience and/or conducting business.

Car Pooling Groups of employees traveling to the same location are encouraged to travel together in order to hold down travel expenses.

Meals As with lodging, employees are expected to hold the cost of food to a reasonable level by seeking moderately priced restaurants whenever possible. Proper documentation of all business meals is required. Meals purchased for clients must be business related and documented for follow up.

EntertainmentExpenses incurred for business related entertainment other than meals and alcohol shall be subject to management approval. Such expenses may include admissions charges, fees, and expenditures for business related events and activities.

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Mileage Reimbursement DavenportOne will reimburse for personal mileage at the rate approved by the DavenportOne Board.

Miscellaneous DavenportOne will not reimburse employees for unnecessary travel related expenses such as shoeshines, motel/hotel club du4s or use fees, in-room movies, etc.

Tipping DavenportOne will reimburse up to 15% for food tipping purposes. DavenportOne will reimburse tipping for bell hops, luggage handlers, valets, etc. $1 is standard or a maximum of $40 per day. Each charge must be detailed on the expense report.

Prior to departure on a business trip the staff member will give his/her assistant a complete itinerary and numbers where he/she can be contacted while away.

All expenditures are subject to management review and may be disallowed if deemed inappropriate. We ask that all employees take care to provide us with sufficient information to verify their expenses. Receipts are important and should include such information as time, place, and business purpose of the expense.

10.2 CONDUCT

DavenportOne Staff is expected to conduct themselves in a professional and ethical manner at all times wile representing DavenportOne. You are a representative of DavenportOne and behavior and conduct should reflect the highest standards.

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SECTION ELEVEN: FINANCIAL POLICIES PROCEDURES

11.1 AUDIT/REVIEW

An annual audit or review of the financial records of DavenportOne, including those of affiliate organizations and special funds, is made by a recognized auditing firm within three months after the end of DavenportOne’s fiscal year.

11.2 BUDGET

The President/CEO and managerial staff for presentation and approval in July prepare the general budget of DavenportOne. In consultation with the Executive Board, the Board of directors at its July meeting approves it.

11.3 DEBTS AND OBLIGATIONS

No debt or obligation outside the budget may be created by any employee or agent of DavenportOne for the organization without prior authorization from the President/CEO. The Executive Board of DavenportOne must approve any capital expenditure over $500.

11.4 EXPENDITURES

Cooperation of every member of the staff is solicited in keeping expenditure to a minimum. The organization’s effective service is limited by the amount of money available for essential expenditures, and it is the direct responsibility of every employee to get the most from every dollar spent.

Request for all expenditures in excess of $500 must be cleared through the President/CEO and the Executive Board unless previously approved in the budgeting process.

The President/CEO may authorize expenditures less than $500. The President/CEO will be responsible for justifying these expenditures.

11.5 EXPENSE ACCOUNTS

Expense accounts are to be prepared and completed in detail. Supporting data, such as hotel bills, carbons from credit cards and plane tickets, etc., are to be attached to the Expense Report.

11.6 HANDLING FUNDS

In the course of its operations, DavenportOne from time to time handles funds for its own special activities. When such funds are handled by members of the staff they will be

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carried through the Executive Accounting Assistant. Expenditures will be made only within the limits of approved budget and with final authorization of the President/CEO.

All members of DavenportOne staff are bonded, but his/her protection extends only when operations are carried on through regular channels.

11.7 PAYMENT OF BILLS

DavenportOne seeks to maintain its credit standing at the very highest grade at all times. This can be accomplished only by the prompt payment of its bills. This means staff members should see that all invoices, properly approved, are delivered to the Executive Accounting Assistant.

11.8 PETTY CASH FUND

The petty cash fund is the responsibility of the Administrative Assistance, Internal Operations. All withdrawals from and deposits to the fund will be made only by the Administrative Assistance, Internal Operations or in the absence of the Administrative Assistant the Receptionist may make withdrawals. The petty cash fund should be audited each month and a check written to bring the balance to $150.00 Cashing of checks for employees from this fund is prohibited.

11.9 PURCHASES

Purchases made without prior approval of the President/CEO may be considered personal obligations. Competitive bids will be secured on major supplies and equipment, and orders placed in accordance with the most advantageous bid.

No purchases will be made for any purpose not authorized in the budget unless approved by the President/CEO, or for which the money has not previously been made available in a special account

DavenportOne buys its supplies, equipment and services only from its members whenever fiscally prudent. All businesses in a certain line (printing, for example) will be divided as equitably as possible, price and quality considered, among DavenportOne members in that particular line of business. Purchase of paper, stationery, envelopes, and general office supplies shall be coordinated through the Receptionist.

11.10 SUBSCRIPTIONS

Payments for subscriptions to publications and for dues and memberships for DavenportOne, or for staff members to outside organizations, etc. not approved in the budget, can only be made from organization funds with the approval of the President/CEO.

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11.11 CREDIT CARDS

Employees, that have not been issued a corporate credit card, should use their personal credit cards for travel expenditures and submit receipts for reimbursement immediately upon return. Direct billing should be used whenever possible.

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APPENDIX A DAVENPORTONE

CONFLICT OF INTEREST DISCLOSURE FORM

Please complete the following and return this form to administration. If you need additional space, please attach a separate sheet.

1. Are you aware of any relationships with DavenportOne between yourself or a member of your family or related business as defined by the letter or spirit of this policy that may represent a conflict of interest?

Yes ______ No ______

If yes, please list or elaborate such relationships and the details of annual or potential financial benefit as you can best estimate them.

2. Did you or a member of your family receive, during the past 12 months, any gifts or

loans from any source from which DavenportOne obtains goods or services or otherwise has substantial business dealings?

Yes ______ No ______

If yes, please list such loans or gifts and their approximate value, if over $350 per year. _______________________________________________________________________________________________________________________________________________

I certify that the foregoing information is true and complete to the best of my knowledge.

Name: ________________________________ Date________________________

Signature: _______________________________________________________________

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