Office of the Mayor TEL: (715) 261-6800James E. Tipple FAX: (715) 261-6808

5 Executive Leadership Team Performance Standards

MEMORANDUM

To:Romey Wagner, Council President

From:Mayor Jim Tipple

Date:October 2, 2014

Re:Executive Leadership Team Performance Standards_____________________________________________________________________________Recently we discussed your desire for the Common Council to have input into the performance of City Department Directors along with a mechanism for providing feedback on work performed.Please be advised that I have developed key performance standards for my primary staff, in addition to having them provide performance goals beginning of this performance evaluation cycle. While I would welcome any feedback on the performance of my direct reports, please be advised it should be timely. Please forward comments as situations occur so I can provide immediate feedback and allow staff to make improvement prior to the end of the evaluation cycle otherwise it is not meaningful. I also encourage comments related to exceptional performance.At my staff meeting on September 23, I emphasized to staff that continued successful job performance will be based, in part, upon the ability to:1) Proactively identify and develop tracking and reporting systems for time sensitive matters and key services within your span of control to include tracking assignments and tasking made by Council Committee and the Mayors Office. This standard includes managing people and systems within your Department to take action as appropriate and providing monthly status reports to me as your supervisor;

2) Attending Common Council meetings and Committee meetings within your area of responsibility. Working with Common Council Committees to identify expectations for supporting Committee work and implementing departmental procedures for complying. Informing your supervisor, in advance, when it is not possible to meet deadlines or to perform consistent with Committee expectations.

3) Anticipating needs of the Common Council and preparing clear and concise staff analyses when submitting action items to Common Council for decision(s) or action. Lead Department staff to anticipate policymaker needs and prepare tools to facilitate informed decision-making. (One sample format is attached, although any effective format is acceptable)

Performance measures were issued at the beginning of the evaluation cycle in the following areas:

1. Strategic Thinking: Plan and make decisions within the framework of the Citys strategic direction. Know and understand the factors influencing strategy (e.g., core competence, customers, and the organizations current strengths and limitations.) Consider future impact when weighing decisions and focus on long-term success.

2. Influence: Direct, persuade and motivate others. Flex your style to effectively direct, collaborate, or empower, as the situation requires. Establish a healthy, personal power base built on mutual trust, fairness, and honesty.

3. Relationship Building: Establish and maintain productive relationships. Interact with people in a positive way, exhibiting strong interpersonal skills. Devote appropriate time and energy to establishing and maintaining networks both internal and external to the organization. Utilize relationships to facilitate business transactions.

4. Vision: Use and encourage imagination in your work. Create a vision of a preferred future for your team. Clearly and enthusiastically communicate the teams vision in such a way that attracts them to it.

5. Risk Taking: Take calculated chances to achieve goals. Balance analysis and action. Accept and learn from failures and move on to the next challenge.

6. Job Knowledge: Have and demonstrate the technical ability needed to perform required duties and services offered by the City. Practically apply knowledge to assignments. Maintains expertise in your field by keeping current with new developments. Understand and practically apply the Citys philosophy of providing service. Understand and effectively utilize City policies and procedures relevant to your position. Maintain knowledge of City services. Demonstrate a general understanding of the municipal service industry and how it affects City operations.

7. Time Management: Know what needs to be done and when. Be punctual for meetings, reliable, and be willing to work extended hours when needed. Schedule your work efficiently, to include meetings you conduct. Be efficient with your use of time. Maintain a work life balance, i.e., it is not the extra hours spent at work that determine success, rather it is how much you accomplish within time worked.

8. Quality of Work: Demonstrate accuracy, thoroughness, dependability, and usefulness of results with attention to detail. Maintain an appropriate volume of work while meeting quality standards and time schedules (includes balancing). Independently follow through on assignments. Provide adequate documentation where needed. Follows pertinent guidelines and statutes using independent discretion and judgment where necessary in a manner which facilitates meeting the needs of the City. Deliver services within a timely manner. Demonstrate and instill in others pride in the City and work performed. Maintain professional appearance in work produced.

Individual performance goals for each Department Director are also provided as follows:Nanette Giese, City Assessor Implement new vision software Cross train senior Appraisers and actively develop succession plans Enroll in negotiation and conflict resolution training as part of leadership team development Reduce the amount of time the Board of Review takes

Anne Jacobson, City Attorney Implement a weekly project priority system Complete a legal review plan Enroll in negotiation and conflict resolution training Professional development in TIFs Develop a list of training goals by priority and fund

Ann Werth, Community Development Director Develop a strategic plan (5 year) for CDA Develop 5 year plan for Economic Development goals Participate in Leadership Training

MaryAnne Groat, Finance Director Provide leadership to the City of Wausau Strategic Plan Provide leadership in the implementation of Intellitime, upgrades to Cayenta and the budgeting software Integrate new staff within the Department Define the Accounting Manager role Enroll in negotiation and conflict resolution training as part of leadership team development Actively participate in Leadership Training

Tracey Kujawa, Fire Chief Create a fair and consistent internal promotion process with favorable Departmental outcomes Develop and implement a mentoring program and success planning to better prepare staff for promotional opportunities Develop a Fire Department strategic plan Increase leadership capabilities and physical fitness

Myla Hite, Human Resources Director Assess the strengths and challenges of the Citys management team and work with the Mayor to develop a plan for improvement Negotiate and administer the Citys Collective Bargaining Agreements Assess the personnel system, identify gaps and update the Employee Handbook Implement the strategic direction of and provide staff support to the Human Resources Committee Become fully adept at conducting employment investigations within the State of Wisconsin Research the process and transfer alternative dispute resolution (ADR) skills to Wisconsin

William Hebert, Chief Inspector/Zoning Administrator Implement rental licensing Implement inspection software Improve time management for staff Attend CVMIC management training Attend Chamber of Commerce Leadership Training

Brad Lenz, City Planner Earn 12 credits towards maintaining professional planning certification (AICP) Train with the Community Development Department and Finance Department Attend training sessions in civil engineering

Jeffrey Hardel, Chief of Police Complete Department policy update Complete the procedures manual Fill vacant Captain positions Attend international Chief of Police Conference

Ric Mohelzitsky, Public Works Superintendent Develop job costing skills and abilities Develop proficiency in MS Officer Operations to include Excel and Word Actively develop tools and systems designed to reduce claims against the City Enroll in leadership and management classes

Greg Seubert, Transit Director Develop low cost marketing programs to raise transit awareness Implement financial reporting procedures to improve effectiveness Reduce time devoted to data collection and reporting to improve efficiencies Increase interaction with Council on direction and risks facing Metro-Ride. Develop electronic presentation skills and abilities and take Powerpoint Training

407 Grant Street Wausau, WI 54403