Office of the Mayor TEL: (715) 261-6800

James E. Tipple FAX: (715) 261-6808

407 Grant Street Wausau, WI 54403

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.
2 Executive Leadership Team Performance Standards

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.
3 Executive Leadership Team Performance Standards

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
4 Executive Leadership Team Performance Standards


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
5 Executive Leadership Team Performance Standards

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