Administrative Committee Meeting Agenda Packet (PDF)

In compliance with the Americans with Disabilities Act, any person needing assistance to participate in this meeting, should contact the Office of the County Clerk at (920)746 2200. Notification 72 hours prior to a meeting will enable the County to make reasonable arrangements to ensure accessibility to that meeting. AGENDA: 1. Call Meeting to Order 2. Establish a Quorum ~ Roll Call 3. Adopt Agenda / Properly Noticed 4. Approve Minutes of the March 18, 2026 Committee Meeting 5. Correspondence 6. Public Comment 7. New Business (Review / Action)  County Board  Resolutions from Other Counties and Recommendation as to Action of the County Board a. Sawyer County – Transportation Funding b. Sawyer County – Urging Legislative Action to Address County Funding Challenges Under Wisconsin’s Tax Levy Freeze  Review, and Revise Rules of Order and Powers & Duties of County Board Sub- Units  County Administrator  Transportation Update  Project Updates:  Building Security  FYI: Out of State Training – May 11-13, 2026, Tucson, Arizona, EMS Summit – Robin Gordon (EMS)  Corporation Counsel  Resolution 2026-___ Resolution Urging the Wisconsin Legislature and the Wisconsin Department of Natural Resources to Take Immediate Action to Inspect and Remove the Abandoned Tugboat “Donny S.” from Baileys Harbor  Resolution 2026-___ Authorizing the Engagement of Outside Counsel on a Contingency Fee Basis to Initiate Lawsuit(s) Against Companies that Designed, Manufactured, Marketed, Distributed, and/or Sold Fluorosurfactant Products that Contaminated the Soil, Groundwater and Surface Water of Door County With Highly Toxic Compounds  2025 Wisconsin Act 200 and Act 201 Regarding PFAS Contamination  Human Resources  Human Resources Leadership Structure  Update on New Employee & Administrative Policy Manual  Personnel Transaction Report – Review & Approve 8. Sustainability Matters to be Considered 9. Legislative Matters to be Considered 10. Matters to be Placed on a Future Agenda or Referred to a Committee, Official, or Employee 11. Next Meeting Date(s) • Tuesday, May 19, 2026 – 8:30 a.m. 12. Adjourn Deviation from Order Shown May Occur Notice of Public Meeting Tuesday, April 14, 2026 9:00 a.m. ADMINISTRATIVE COMMITTEE Door County Government Center County Board/ Chambers Room (C101-102) - 1st floor 421 Nebraska Street, Sturgeon Bay, WI Oversight for Child Support, Corporation Counsel, County Administrator, County Clerk, Human Resources, Technology Services, Transportation, and Veteran’s Services This meeting will be conducted by teleconference or video conference. Members of the public may join the meeting remotely or in-person. To attend the meeting via computer: Please click the link below to join: https://us02web.zoom.us/j/89418028 561?pwd=pec9Z74rAbNViQ8NKrLe WdIdQBfeVQ.1 Webinar/Meeting ID: 894 1802 8561 Passcode: 224402 Or by Phone: Dial:1-312-626-6799 Page 1 of 166 Door County Administrative Committee Meeting Oversight for Child Support, Corporation Counsel, County Administrator, County Clerk, Human Resources, Technology Services, Transportation, and Veteran’s Services Door County Government Center Wednesday, March 18, 2026 Minutes “These minutes have not been reviewed by the oversight committee and are subject to approval at the next regular committee meeting.” Call Meeting to Order The Wednesday, March 18, 2026 meeting was called to order by Chairman David Englebert at the Door County Government Center at 9:02 a.m. Establish a Quorum ~ Roll Call Members present: David Englebert, Todd Thayse, David Enigl, and Bob Bultman. Walter Kalms arrived at 9:05 a.m. Virtual attendance: Elizabeth Gauger. Nancy Robillard was excused. Others present: Supervisor Jeff Miller, Supervisor Dale Vogel, Administrator Ken Pabich, Finance Director Steve Wipperfurth, TS Director Jason Rouer, LUS Director Karyn Behling, HR Generalist Anthony Recupero, County Conservationist Greg Coulthurst, and County Clerk Jill Lau. Virtual Attendance: Staff, and Public. Adopt Agenda / Properly Noticed Motion by Enigl, seconded by Thayse to approve the agenda. Motion carried by voice vote. Approve Minutes of the February 17, 2026 Committee Meeting, and the February 24, 2026 Committee Meeting Motion by Thayse, seconded by Bultman to approve the minutes of the February 17, 2026 Committee Meeting, and the February 24, 2026 Committee Meeting. Motion carried by voice vote. Correspondence No correspondence was presented. Public Comment None. New Business (Review / Action) Veterans Service 2025 Carryforward Request Finance Director Steve Wipperfurth reviewed the request. The carryforward is for veterans’ relief. Two projects scheduled for 2025 are not able to be completed until 2026. The carryforward request is $6,500. Motion by Thayse, seconded by Enigl to approve the 2025 carryforward request as presented. Motion carried by voice vote. Technology Services 2025 Carryforward Request TS Director Jason Rouer reviewed the request. The carryforward is for Professional Services and is for security updates at the Government Center. The project started in November 2025 and will not be completed until 2026. The carryforward request is $3,452.94. Motion by Enigl, seconded by Kalms to approve the 2025 carryforward request as presented. Motion carried by voice vote. County Clerk 2025 Carryforward Request County Clerk Lau explained election expenses are budgeted consistently each year; however, the associated expense is only incurred every other year. As a result, some years have limited expenditures while the following year requires a substantially larger outlay. Carrying forward the unused funds will ensure adequate funding for the upcoming election year. The carryforward request is $22,000. Page 2 of 166 Motion by Bultman, seconded by Thayse to approve the 2025 carryforward request as presented. Motion carried by voice vote. County Board Resolutions from Other Counties and Recommendation as to Action of the County Board Wood County, Sawyer County, Trempealeau County, St. Croix County – MS-ISAC Membership Funding Reviewed. County Board adopted a similar resolution last month. Wood County, Green Lake County, St. Croix County – Resolution Requesting Wisconsin Counties Association Lobby State Legislature and Governor on Legislation for Greater Local Control for Wisconsin Counties Reviewed. Green Lake County – Opposition to AB 1033 Wake-Enhanced Boating Bill Reviewed. Referred to the Land Conservation Committee. Vilas County – Urging Legislative Action to Address County Funding Challenges Under Wisconsin Tax Levy Freeze Reviewed. Administrator Pabich continues to work with WCA on a model resolution. National County Government Month - Sample Proclamation Reviewed. Resolution 2026-__ Sustainable Transportation Funding The resolution provides adequate and reliable revenue growth for the efficient 6 long-term planning and execution of state and local transportation programs; includes responsible and prudent use of General Purpose Revenue and bonding; adjusts any new and existing transportation user fees and other revenue mechanisms to sustain purchasing power in order to maintain and improve Wisconsin’s transportation infrastructure; and ensures transportation continues to deliver for Wisconsin by adequately funding reconstruction, preservation, and safety investments on the state and local systems, strongly urges the Governor of Wisconsin and the State Legislature to enact a comprehensive, sustainable transportation funding solution. Motion by Thayse, seconded by Enigl to approve the resolution as drafted and move it on to County Board. Motion carried by voice vote. Resolution 2026-__ Proclamation – Travel & Tourism Week May 3-9, 2026 The resolution supports and promotes May 3-9, 2026 as Travel and Tourism Week in Door County, and urges the citizens of Door County to join in this special observance with appropriate events and commemorations Motion by Thayse, seconded by Englebert to approve the resolution as drafted and move it on to County Board. Motion carried by voice vote. Resolution2026-__ Salaries of Elective Officials – Sheriff and Clerk of Circuit Court The resolution establishes the salaries of the Sheriff and Clerk of Court for the next term beginning in 2027. Administrator Pabich reviewed how the salaries were established and noted the Sheriff position is receiving a bump of 8.5% to eliminate compression between the Sheriff and Chief Deputy for 2027, for each of the years 2028 through 2030, the Sheriff shall receive the greater of: a 1% increase or in the event the County Board approves a cost of living adjustment (COLA) and/or a bonus for its full-time non-represented employees, an equivalent COLA and/or bonus; plus, suggested to add Pay for Performance equal to the General Municipal Employees; the Clerk of Court position is receiving a 10.8% increase for 2027 to bring the position in line with other elected officials, followed by an increase of 2% for 2028, 1% for 2029 and 1% for 2030. Discussion followed and included: this is a new way of establishing the salaries of elected officials; review of past practice of establishing salaries; review of comparable counties salaries and increases/anticipated increases; confirmed by Corporation Counsel Donohue that the salary proposed for the Sheriff is a legal way to establish a salary for an elected official; the Sheriff position would track the same as the GME’s; will the other elected positions move to the COLA at some point; eliminating compression; pay for performance increase without a way to evaluate the sheriff’s position; slowing down salary increases; interest in running for the Sheriff’s position without knowing the salary; several concerns were expressed with the COLA; it was suggested moving to a percentage increase on both elected positions; it was suggested the Sheriff position receive an increase of 2.5% for 2028-2030. Motion by Enigl, seconded by Thayse to forward the resolution on to County Board with the modification of the Sheriff salary to 8.5% for 2027, 2.5% for 2028, 2.5% for 2029, 2.5% for 2030 and eliminate lines 18 through 22 of the resolution; Clerk of Court salary approved as presented. Motion carried by voice vote. Page 3 of 166 Review, and Revise Rules of Order and Powers & Duties of County Board Sub-Units With the annual meeting in April this is a review of the Rules that can be brought forward to County Board at the April reorganizational meeting. CC Donohue noted two changes for committee consideration – amendment to rule 25 as follows: 25. Budget Intra-Transfers [Sec. 65.90 Wis. Stats.] A. The Finance Committee is authorized to transfer funds between budgeted items of an individual county office or department and to supplement the appropriations for a particular office, department, or activity by transfers from the contingent fund pursuant to and in accordance with Sec. 65.90(5) Wis. Stats., or as subsequently amended or revised and subject to Paragraph B and C below. B. The Finance Committee’s transfers under this rule shall not exceed the amount set up in the contingency fund as adopted in the annual budget, nor aggregate in the case of an individual office, department, or activity in excess of 10 percent of the funds originally provided for such office, department, or activity in the annual budget. Transfers of $50,000 or more is subject to prior approval by the County Board of Supervisors. C. For any transfers from the contingent fund under this rule, the County Clerk shall publish either a class 1 notice of the changes, under ch. 985, Wis. Stats., within 15 days after any change is made or post a notice of the changes on the County’s website within 15 days after any change is made. Addition of rule 45 as follows: 45. Official Statements by Board Members No member of the Door County Board of Supervisors, other than the Board Chair or their designee, is authorized to make any official statement or comment on behalf of the County Board. If a member makes a statement or comment, the member shall ensure such statement or comment contains language indicating the statement or comment reflects the personal views of the member and not the views of the County Board. Review of appointment to the Economic Development Board rep and Highway Safety Commission. Dog license oversight. Handling of joint meetings and clarifying who chairs, how posted, how minutes are approved. By consensus, the Committee recommends the following amendments: approve the recommended amendment to Rule 25, add Rule 45, eliminate the Sister City Informal Advisory Group, add appointment to Economic Development Board Representative preferred to be a member of the Finance Committee, add appointment to Highway Safety Commission preferred to be a member of the Highway Committee, and add clarifications of how joint meetings are handled. Final review will be at the April Committee meeting. Emergency Declaration for Winter Blizzard Administrator Pabich explained our Emergency Management Director suggested declaring an emergency. This declaration can be brought forward by either the County Board Chair or the County Administrator and must be approved by the County Board. This declaration allows the County to submit costs for emergency reimbursement. Motion by Kalms, seconded by Thayse to approve the Declaration as presented. Motion carried by voice vote. County Administrator County Closing Non-Essential Operations March 16, 2026 Administrator Pabich noted the County did close non-essential government operations on Monday and had a delayed start on Tuesday. Administrator Pabich suggests allowing employees to use PTO or unpaid time for Monday. Could grant additional PTO however we did have many employees who worked during the closure and we need to consider fairness. Also suggested, Tuesday time can be PTO, unpaid, or can flex time. By consensus the Committee agreed with Administrator Pabich’s recommendations. Project Updates: Land Use Services LUS Director Karyn Behling provided an update on department operations and an update on the use of the Special Projects fund to offset the additional positions in the department. Behling reviewed the 2025 Certificate of Compliance report included in the meeting packet. Staffing levels will be looked at once the C of C’s are at a manageable level as determined by Behling. Building Security Resolution 2026-__ Adoption of Employee Emergency Action Plan Administrator Pabich reviewed the updated procedures that have been proposed to be incorporated into the Employee Emergency Action Plan. Page 4 of 166 Motion by Bultman, seconded by Thayse to approve the Employee Emergency Action Plan as presented and move it on to County Board. Motion carried by voice vote. Human Resources 2025 Carryforward Request The carryforward request will be used to make the budget whole for 2026 for the vacant HR position. The request is to carryforward $90,000. Motion by Kalms, seconded by Enigl to approve the carryforward as presented. Motion carried by voice vote. Update on New Employee & Administrative Policy Manual A summary of comments was included in the meeting packet which were reviewed. CC Donohue reviewed specific items which included policy decisions; front-loaded PTO, total annual PTO will be adjusted accordingly as to not earn more than total annual PTO provided; and probationary period. Further review at next month’s meeting. Request to Hire Therapist or Substance Use Disorder Counselor A memo included in the meeting packet from HHS Director Joe Krebsbach explained DHHS currently has a vacant therapist position. In the org chart the position title and job description allow the county to hire at a Master’s Degree level therapist. The request is for permission for flexibility to recruit for this position as a Substance Use Disorders (SUD) position or therapist. Motion by Thayse, seconded by Enigl to approve the request as presented. Motion carried by voice vote. Personnel Transaction Report – Review & Approve HR Generalist Anthony Recupero reviewed the transaction report included in the meeting packet. Motion by Enigl, seconded by Bultman to approve the Personnel Transaction Report as presented. Motion carried by voice vote. Sustainability Matters to be Considered No matters were presented. Legislative Matters to be Considered No matters were presented. Matters to be Placed on a Future Agenda or Referred to a Committee, Official, or Employee Nothing as of this meeting. Next Meeting Date(s) April 14, 2026 – 9:00 a.m. - tentative Adjourn Motion by Enigl, seconded by Englebert to adjourn. Motion carried by voice vote. Time: 11:25 a.m. Respectfully submitted by Jill M. Lau, County Clerk Page 5 of 166 Page 6 of 166 Page 7 of 166 Page 8 of 166 Page 9 of 166 Page 10 of 166 1 RULES OF ORDER 2025 (Adopted 4/15/25) GOVERNING THE DOOR COUNTY BOARD OF SUPERVISORS 1. Regular and Statutory Meetings All regular and statutory meetings shall be held at 9:00 A.M. or at the call of the County Board Chairperson at the Door County Government Center. Regular meetings shall be held on the 4th Tuesday of each month. The Sec. 59.11(1)(c), Wis. Stats. organizational meeting shall be the 3rd Tuesday of April. The Sec. 59.11(1)(a), Wis. Stats. annual meeting shall be the Tuesday after the 2nd Monday of November. 2. Special Meetings Special meetings may be called by the Chairperson or in the manner prescribed by Sec. 59.11(2), Wis. Stats. In all cases the notice shall give the time, place and purpose of the meeting at least forty-eight (48) hours in advance. 3. Quorum A majority of the entire membership elected to the Board shall constitute a quorum. A quorum must initially be established, and continue to exist, in order for a board, commission, or committee to transact business. 4. Presiding Office The Chairperson shall preside at all meetings of the Board. The Vice-Chairperson shall preside at all meetings of the Board in the absence of the Chairperson or at the Chairperson’s request. When both are absent, the Clerk shall convene the meeting and the Board shall elect one of its members as temporary Chairperson. The County Clerk shall preside (as benevolent dictator) at the organizational meeting, until the County Board Chairperson and Vice Chairperson are elected. The Chairperson shall then take the chair. 5. Agenda A. All items to be a part of the agenda shall be in possession of the Administrator before noon on the sixth (6th) day prior to the scheduled Board session. B. Agenda items must be germane to and fall within the County’s statutory authority, responsibilities and roles. 6. Presentation of Agenda At each session the agenda shall be submitted by the Chairperson and approved by the Board before proceeding with the meeting. Any resolution, ordinance or business to be added to the agenda must be of an emergency nature and be approved by a majority of the members present before becoming part of the agenda, a two (2) hour notice is required per Sec.19.84(3) Wis. Stats. 7. Organizational Meeting Agenda A. Organizational Meeting 1. Call to order [County Clerk in Chair] 2. Pledge of Allegiance to the Flag 3. Roll Call 4. Oath of Office 5. Election of the Chairperson of the Board 6. Election of the Vice-Chairperson of the Board 7. Review, Revise and Adopt the Rules of Order and Duties of the Standing Committees 8. Appointment of the Standing Committees shall be made by the Chairperson in consultations with a Committee on Committees appointed by him/her. Committee selections shall be announced on the same day of the Organizational Meeting. 9. Continue with No. 4 of Regular Meeting Agenda. Page 11 of 166 2 8. Regular Meeting Agenda A. Regular Meeting 1. Call to order 2. Pledge of Allegiance to the Flag 3. Roll Call 4. Presentation of Agenda 5. Correspondence* 6. Public Comment 7. Supervisor’s Response 8. Administrator’s Monthly Report 9. Approval of minutes of previous meeting 10. Pending Business 11. Resolutions 12. Ordinances 13. Special Reports 14. New Business 15. Oral Committee Reports 16. Review Committee Minutes 17. Review Vouchers, Claims and Bills 18. Announcements 19. Adjourn * Correspondence included with the agenda packet is limited to matters that are germane to an agenda item or fall within the County’s statutory authority, responsibilities, and roles. If pertains to an item on the agenda, must be in the possession of the Administrator before noon on the sixth (6th) day prior to the scheduled board session to be included in the agenda packet. Additional correspondence will be accepted up until noon the day prior to the meeting, it will be provided to all supervisors, however, it will not be included in the agenda packet. 9. Term of Office The term of Chairperson and Vice-Chairperson shall be for two (2) years (Sec. 59.12 Wis. Stats.). All standing committees, elective or appointive, shall serve a one (1) year term unless the Wisconsin Statutes provide otherwise. Changes in committee names and structure shall be subject to the approval of a majority vote of the entire membership. 10. Committees There are four types of committees: Standing, Statutory, Ad Hoc and Other. Committee appointments. Committees shall be established upon adoption of a resolution designating the name, number, purpose and term. Members shall be appointed by the County Administrator and/or Chairperson and confirmed by the Board. An Ad Hoc committee shall be dissolved upon completion of the purpose for which the committee was appointed. 11. Vouchers, Claims and Bills Department Heads shall screen all bills and invoices and prepare vouchers. Vouchers (along with the bill or invoice) shall be submitted to the Finance Department by 4:30 p.m. on each pay date of each month for payment. Payment may then be made by the Finance Director bi- weekly. The Finance Department will, on a monthly basis, prepare a listing of all payments to be made. This listing is intended as, and will be deemed, an order for payment per Sec.’s 59.23(2)(c) & 59.25(3)(b) Wis. Stats. and will be signed by the County Clerk and counter-signed by the County Board Chairperson, and then filed with the County Clerk. 12. Voting All members of the Board shall vote on all questions except when excused or because of conflict of interest. All questions will be resolved by majority vote of those members voting (provided a quorum is present) except when the Rules of Order or Wisconsin Statutes provide otherwise. In the absence of a unanimous vote or unanimous consent on a question, a recorded vote is required. 13. Consent to Speak A. A member must be recognized by the Chairperson before speaking (e.g., introducing a resolution or ordinance, making a motion, or debating a question). B. No member may speak more than thrice, or longer than three (3) minutes the first time, two (2) Page 12 of 166 3 minutes the second time, and one (1) minute the third time, on the same motion. C. No member is entitled to be called on to speak a second time (third time) in debate on the same motion until everyone who is seeking recognition has had their first (second) opportunity to speak. D. Discussion must be limited to the merits of the specific motion that is being debated, not the general subject. 14. Referral of Correspondence or Reports The Chairperson may refer correspondence and reports to committee as he/she determines unless a specific motion is made from the floor. 15. Motions A. Motions should be reduced to writing and read by the County Clerk and seconded before debate or vote. B. Motions and seconds may be withdrawn prior to amendments by the authors. A motion containing more than one (1) question may be divided. C. Motion to Amend: 1. Must be germane (i.e., closely related to or having bearing on the subject of the thing to be amended). This means that no new subject can be introduced under pretext of being an amendment. 2. That create a fiscal impact, which is defined as an unbudgeted expense per Sec. 65.90, Wis. Stats. a. The item shall be postponed to the next succeeding meeting or, b. If the item is time sensitive, requires a 2/3 vote to pass at the same meeting if the fiscal impact can be properly determined, and c. The Finance Director or Administrator is to determine whether a proposed amendment has a fiscal impact and, if so, the estimated amount. 3. If results in substantive change, consideration of the matter may be postponed (until later in the same meeting or the next succeeding meeting). 4. If adopted, the Administrator or Finance Director will report back at the next succeeding meeting as to any unplanned allocation or consumption of internal (human and other) resources that results from the amendment. 16. Resolutions All resolutions appearing on the agenda and submitted for approval shall contain thereon a number, title and the names of sponsoring committee(s) and supervisor(s) or individual supervisor(s) with concurrence of the County Board Chairperson. 17. Committee Reports Committee reports, if any, shall be given by the committee chairperson or in their absence by another member of the committee. 18. Ordinances Any ordinance to be submitted for consideration for adoption by the Board shall be placed on the agenda as herein prescribed and shall bear the signature(s) of its sponsor, either a member, a committee, or a joint committee of the Board. All ordinances, except zoning ordinances, including amendments thereto, authorized by Sec..59.69, Wis. Stats., shall be considered for adoption in the following manner: A. The ordinance shall be presented to the Board for a reading. Reading the title of the ordinance at the Board meeting shall constitute the reading, if the ordinance is provided in written form to each of the Board members before the meeting at which the ordinance is to be taken up. B. Following the reading and if no substantive changes are made to the ordinance, the ordinance may be enacted by a majority roll call vote of the members voting. (Punctuation and spelling corrections do not constitute substantive changes.) C. If substantive changes are made to the ordinance, the ordinance shall be laid over to the subsequent meeting of the Board for a second reading. Reading the title of the ordinance at the Board meeting shall constitute the second reading, if the ordinance in revised form is provided in written form to each of the Board members before the meeting at which the ordinance is again to be taken up. D. Following the second reading, the ordinance may be further amended. When all amendments, if any, have been acted upon, the ordinance may be enacted by the majority roll call vote of the members voting. Such ordinances shall be in effect the day following publication, unless otherwise specified. E. Newly created zoning ordinances shall be considered for adoption as prescribed in ss.59.69(5)(a) and (b), Wisconsin Statutes, shall be considered for adoption in the following manner: 1. A petition for amendment may be made as specified in ss.59.69(5)(e) 1. and 2. Wisconsin Statutes. Page 13 of 166 4 2. Upon completion of procedures as specified in ss.59.69(5)(e) 1. and 2. Wisconsin Statutes, the committee of the Board designated to act in such matters shall, by way of a written report, recommend to the Board, subject to ss.59.69(5)(e) 3., Wisconsin Statutes, an action to take in the matter. The recommendation may be to approve of the petition, approve of a modified version of the petition, or to disapprove of the petition. 3. If the recommendation is to approve of the petition or a modified version of it, the committee shall draft an ordinance which would effectuate the committee’s determination and submit to the Board the ordinance at the same time as the committee’s recommendation. 4. After review of the committee’s recommendation, the Board shall then act upon the ordinance as submitted by the committee. The ordinance, as submitted or as amended by the Board, may be adopted by majority roll call vote of the members voting, except as provided by ss.59.69(5)(e)5., Wisconsin Statutes. 5. If the recommendation is to disapprove of the petition, the Board shall act upon the recommendation, either accepting or rejecting the disapproval recommendation. A majority roll call vote of the members voting shall determine the result. (a) If the Board accepts the disapproval recommendation, the petition is thereby dismissed. (b) If the Board refuses to deny the petition for amendment as recommended it shall refer the petition to the committee with directions to draft an ordinance to effectuate the petition and report the ordinance back to the Board which may then enact or reject the ordinance as provided in ss.59.69(5)(e) Wisconsin Statutes. F. Ordinances shall be in effect the day following publication unless otherwise specified. *Note: Having the ordinance in printed form two (2) days before a meeting date shall qualify for the informal reading by the reading of the title. 19. Non-Budget Items [Sec. 65.90 Wis. Stats.] Any action involving any sum other than the amount provided for in the budget, or approved by the Finance Committee under Budget Intra-Transfers, shall be required to have a two-thirds (2/3) vote of the entire membership of the Board. All resolutions under this rule shall be submitted by the Finance Committee. Said resolutions (or addendum) shall provide members sufficient detailed information on fiscal impact, project revenue, expense effect on tax rate and other relevant information, when available. 20. Previous Question When a reasonable time for debate on a motion has elapsed, it may be in order to move for the previous question. If seconded and carried by a vote, the vote on the question shall immediately follow. 21. Reconsideration It may be in order for any member voting with the prevailing side to move for reconsideration of the question at the same or succeeding session. 22. Roll Call Vote When a roll call vote is statutory or required by the Rules or Order, it shall be announced as a “Roll Call Vote” before voting takes place via electronic balloting, i.e.: using the Voter Board. If the Voter Board malfunctions, the County Clerk will call for a roll call vote. If a member requests a roll call vote on any question, it shall be granted before the decision of the Chairperson is announced. There shall be no interruption during roll call. 23. Method of Roll Call Roll call voting shall be in succession with all members voting as called. Each roll call vote shall begin with the member alphabetically following the first member called in the preceding vote. A member not in the room and not excused for the session shall vote before the Chairperson announces the result. 24. Budget Inter-Transfers A two-thirds (2/3) vote of the entire membership of the Board is necessary when transferring funds from one department or account to another. A roll call vote is required. (Statute 65.90). 25. Budget Intra-Transfers [Sec. 65.90 Wis. Stats.] A. The Finance Committee is authorized to transfer funds between budgeted items of an individual county office or department and to supplement the appropriations for a particular office, department, or activity by transfers from the contingent fund pursuant to and in accordance with Sec. 65.90(5) Wis. Stats., or as subsequently amended or revised, and subject to Paragraph B, C, and D below. B. The Finance Committee’s transfer of funds between budgeted items of an individual county office or Page 14 of 166 5 department shall not exceed the lesser of fifty thousand dollars ($50,000) or, in the aggregate, ten percent (10%) of the funds originally provided for such county office or department in the annual budget. C. Any The Finance Committee’s transfer of funds from the contingent fund between budgeted items of an individual county office or departmentshall not exceed the lesser of fifty thousand dollars ($50,000), the amount set up in the contingent fund as adopted in the annual budget, or, in the aggregate in the case of an individual office, department, or activity 10 percent (10%) of the funds originally provided for such office, department, or activity in the annual budget that exceeds $10,000 is subject to prior approval by the County Board of Supervisors. B.D. For any transfers from the contingent fund under this rule, the County Clerk shall publish either a class 1 notice of the changes, under ch. 985, Wis. Stats., within 15 days after any change is made or post a notice of the changes on the County’s website within 15 days after any change is made. 26. Out of Order A member, when declared out of order by the Chairperson, shall immediately submit to the ruling of the Chair unless an appeal is made and permission granted by a majority vote of the members present. 27. Public Addressing the Board The public notice of a meeting of the County Board or its sub-units may provide for a period of public comment during a meeting. During such a period the Board or a sub-unit may receive information from members of the public and may, to a limited extent, discuss any matter raised by the public. It is advisable to limit discussion (if any) of the subject and to defer any extensive deliberation to a later meeting for which more specific notice can be given. No formal action may be taken on a subject raised in the public comment period, unless that subject is also identified in the meeting notice. Reasonable rules governing the conduct of a period of public comment, for County Board or its subunits, includes the following: A. A public comment period is limited to no more than thirty (30) minutes. The maximum time allotted to each speaker is three (3) minutes. A speaker may not yield or reserve their time to another speaker. B. Public comment is limited to matters that are germane to an agenda item or fall within the County’s statutory authority, responsibilities and roles. C. Public comment is not allowed as to matters that have been the subject of a public hearing (e.g., amendatory zoning ordinances) or quasi-judicial hearings. D. If a member of the public raises a subject that does not appear on the meeting agenda, discussion of that subject will be limited and any deliberation or action deferred to a later meeting for which more specific notice can be given. E. Speakers appearing in person will be allowed to comment before speakers appearing remotely. F. A speaker must get recognition from the chairperson before speaking, state their name, and address remarks to the chair. G. To prevent cumulative and repetitive comments, the chairperson may, in her or his discretion, provide for the designation of spokespersons for groups of persons supporting or opposing the same positions. H. Chairperson may provide for the maintenance of order and decorum in the conduct of the public comment period. 1. Maintaining order includes keeping speakers to their allotted time and germane matters, controlling others from interrupting the speaker who has the floor, and preventing others from otherwise disrupting the meeting (e.g., clapping or shouting). 2. Maintaining decorum includes encouraging speakers to be courteous and respectful. The use of obscene, profane language or gestures will not be tolerated. If order and decorum is not maintained, the chairperson may terminate a period of public comment. I. The purpose of the public comment period is to give persons an opportunity to inform the governing body about their views. The meeting itself belongs to the governing body. The public does not participate in decision-making. Instead, it provides input to the governing body, which takes the input into consideration in making its decisions. 28. Adjourn or Recess Page 15 of 166 6 A motion to adjourn or recess shall be in order at any time except when a member has the floor or when the Board is voting. 29. Suspension of Rules These rules may be suspended by a majority roll call vote of the entire membership unless unanimous consent is given. 30. Amending Rules These rules may be amended at any regular session of the Board by a majority vote of the entire membership. 31. Elections A. The County Board Chairperson and Vice-Chairperson shall be elected consistent with Sec.'s 19.88 and 59.12 Wis. Stats. as follows: • By unsigned ballot; • Nominations - Each County Board Supervisor shall cast a nomination ballot; • Election - Each County Board Supervisor shall cast an election ballot; • Voting continues until one nominee achieves a majority of the County Board Supervisors present (if a quorum exists). 32. Civility and Decorum A. No person may engage in conduct which materially and substantially delays, disrupts, disturbs, hinders, interferes with or interrupts the orderly conduct of meetings or carrying out public business. B. Conduct to be avoided includes, but is not limited to, clapping, shouting, whistling, obscene or profane language or gestures, and true threats (i.e., words or actions that cause a person to fear for their safety or life). 33. Rules of Order The Rules of Order as adopted shall govern the proceedings of the Board, except as may be contrary to Wisconsin Statutes; in such event, the State Statutes shall prevail. Roberts Rules of Order (current and authorized edition) shall apply in those areas these Rules do not cover. 34. Closed Sessions A. All anticipated closed sessions shall be so stated in the published agenda. When items are of an emergency nature, a closed session notice shall be given a minimum of two (2) hours prior to such sessions. B. All closed sessions must be noticed according to Wisconsin’s Open Meetings Law, including Sec. 19.85, Wis. Stats. The Corporation Counsel should be consulted for the proper exemption and notice. C. The Chairperson must read the entire noticed reason before requesting a motion to move into an closed session. D. A motion and a second stating the reason for said session must be adopted by majority roll call vote, prior to excusing all but elected supervisors from the Board Room, and those requested to remain. E. Procedures in Closed Session: a. Consistent with the statutory exemption for the closed session, the Chairperson shall announce in closed session, prior to proceeding, the anticipated process or procedures, which will occur in the closed session. b. By consensus, the Committee will have to agree to the Chairperson’s proposed procedure. c. If no consensus is reached, the Committee shall decide how the Committee shall proceed. F. A Committee may not reconvene into open session until twelve (12) hours have elapsed (and proper notice given), unless the subsequent open session was noticed at the time of the notice of the meeting, convened prior to the closed session. (See: Section 19.85(2), Wis. Stats.) G. Recommendation/Decisions in closed session should be made in open session. H. A Supervisor is excluded from closed sessions of a subunit of County Board, of which the supervisor is not a member. However, they may be included with the subunit chairperson’s prior consent. A supervisor permitted to be present is honor bound, and is subject to disciplinary action for failure to preserve the confidentiality of the proceedings. 35. Contract Rules of Order 35, Contracts-Amendment: All contracts are subject to review by the Corporation Counsel and County Administrator. Any contract with a term in excess of three (3) years is subject to review and approval by the County Board, except Non-Commercial Hangar Site Lease Agreements, not to exceed 10 years, may be approved by the Page 16 of 166 7 oversight committee. A majority vote of the total membership is required for approval. Any Invitation to Bid, Request for Proposal or Solicitation of Contract (rental, lease, agreements, services) and related processes or procedures shall be reviewed and approved by the Corporation Counsel prior to any award by Committee, Board or Commission. 36. Nepotism Members of the Door County Board of Supervisors shall not participate in discussions or vote at County Board meetings or committee meetings on matters involving the hiring, compensation, promotion or discipline of a member’s wife, husband, father, mother, guardian, sister, brother or children. 37. New or Altered Program Whenever any County department starts or significantly alters a new or existing program or project, which will require the expenditure of more than $25,000 in any given year, regardless of the source of funding, said department will advise the County Board in writing, through the Board Chairperson, of the reason(s) for the new or significantly altered program or project and the source and level of funding. 38. Unanticipated Revenue Unanticipated revenue (i.e., revenue not stated in a budget) may only be expended as set forth in Sec. 65.90 Wis. Stats. 39. Donations, Gifts or Grants A Department may accept donations, gifts or grants in amounts up to $999.00. An oversight committee may accept donations, gifts or grants in amounts up to $4,999.00. County Board shall be provided notice of and approve any donation, gift or grant equal to or in excess of $5,000.00 prior to acceptance. An itemized report of all donations, gifts or grants shall be submitted to the County Board on an annual basis. 40. Ethical Principles (per Ordinance 2010-04; 4/20/10) These ethical principles apply to any county (appointed or elected) public official, candidate for county public office and county employee. The ethical county official, employee and candidate should: • Properly administer the affairs of the county. • Promote decisions which only benefit the public interest. • Actively promote public confidence in county government. • Keep safe all funds and other properties of the county. • Conduct and perform the duties of the office diligently and promptly dispose of the business of the county. • Maintain a positive image to pass constant public scrutiny. • Evaluate all decisions so that the best service or product is obtained at a minimal cost without sacrificing quality and fiscal responsibility. • Inject the prestige of the office into everyday dealings with the public employees and associates. • Maintain a respectful attitude toward employees, other public officials, colleagues and associates. • Effectively and efficiently work with governmental agencies, political subdivisions and other organizations in order to further the interest of the county. • Faithfully comply with all laws and regulations applicable to the county and impartially apply them to everyone. The ethical county official, employee and candidate should not: • Engage in outside interests that are not compatible with the impartial and objective performance of his or her duties. • Improperly influence or attempt to influence other officials to act in his or her own benefit. • Accept anything of value from any source which is offered to influence his or her action as a public official. The ethical county official, employee and candidate accepts the responsibility that his or her mission is that of servant and steward to the public. A county official, employee and candidate may be subject to censure or reprimand by the County Board or its designee, for violation of these ethical principles. 41. Cell Phones Cell phones shall be maintained on silent or vibrate during County Board meetings, audible ring tones are prohibited. A donation of $25.00 (to the Door County United Way) will be collected from a Supervisor if their cell phone rings during a County Board meeting. Page 17 of 166 8 42. Minutes The record of the proceeding of County Board and its sub-units is the minutes. The minutes should contain mainly a record of what was done at the meeting, not what was said by the members or others. A verbatim record is not necessary or advisable. See: §19.88(3), Wis. Stats. and §59.23(2)(a) & (b), Wis. Stats. and Roberts Rules of order 10th Edition §48, pp. 451-458 43. Remote Options - Meetings / Hearings A. Remote Option for Public Access Door County will endeavor to maintain a remote view only, except for ‘Public Comment’ agenda item, option for public access to meetings / hearings of the County Board and its subunits. Doing so has the potential to advance the purposes of ensuring government openness and transparency. B. Remote attendance of and participation in a meeting of the County Board or its subunits is permissible only for a County Board Supervisor and other member who reside on Washington Island, or for whom in-person attendance at a meeting would not be possible or would present significant difficulty. C. Remote attendance of hearings by parties to, participants in, attorneys or other representatives, and witnesses is potentially allowable on a case-by-case basis, at the discretion of the board, commission, or committee chairperson or designee. In-person attendance at hearings is the rule. Remote attendance at hearings is the exception. Exceptions may be made for individuals for whom in-person attendance at a hearing would not be possible or would present significant difficulty. Requests for remote attendance must be submitted to the board, commission or committee chairperson or designee as far in advance of the hearing as is feasible. Efforts will be made to facilitate reasonable access to the hearing for such individuals. D. Any meeting / hearing conducted remotely (in whole or in part) must comply with Wisconsin’s Open Meetings Law (§§ 19.81 to 19.98, Wis. Stats.) and be consistent with relevant Wisconsin Attorney General Opinions and Wisconsin Office of Open Government Advisories. 44. Proclamations To be considered by the Door County Board of Supervisors, a proclamation must be sponsored by the County Board Chairperson and directly impact the County's programs, services, or budget. A proposed proclamation shall specify how it directly impacts the County’s programs, services, or budget. This rule excludes memoriams. 45. Official Statements by Board Members No member of the Door County Board of Supervisors, other than the Board Chair, is authorized to make any official statement or comment on behalf of the County Board. If a member makes a statement or comment, the member shall ensure such statement or comment contains language indicating the statement or comment reflects the personal views of the member and not the views of the County Board. Page 18 of 166 1 2025 (ADOPTED 4/15/25) RULES OF ORDER & ORGANIZATION OF ALL COUNTY BOARD SUB-UNITS I. Committee Organization A. The first member listed on any committee shall be the Chairperson. The Chairperson shall appoint a secretary to record minutes of all the committee meetings. Each committee should elect a Vice - Chairperson. B. The County Board Chairperson, Vice Chairperson, or other person designated to perform the Chairperson’s duties, is an ex-officio member of all committees. An ex-officio member has the same rights and privileges as, but none of the obligations of, all other members. Generally an ex -officio member does not have the right to vote and should not be counted in determining the number required for a quorum or whether a quorum is present at a meeting. If a quorum is not present at a meeting, then an ex-officio member may be counted in determining whether a quorum is present and may vote. II. Quorum A. A majority of the entire membership elected to the committee shall constitute a quo rum. A quorum must initially be established, and continue to exist, in order for a committee to transact business. B. If for some reason a member is unable to attend a Committee or County Board meeting, let the Chairperson or department head know. Supervisor Compensation & Reimbursement (Effective April 19, 2022, per Resolution 2021-81) III. Compensation A. The method of compensation for supervisors shall be determined by the board. B. Each supervisor shall be paid an annual salary of seven thousand five hundred dollars ($7,500) except as provided in 1. & 2. below. 1. The annual salary for County Board Chairperson is twelve thousand dollars ($12,000). 2. The annual salary for County Board Vice-Chairperson is eight thousand five hundred dollars ($8,500). Supervisors’ salary will be paid monthly, in 12 equal installments. C. Supplementary Compensation 1. Supervisors conducting a public hearing will receive supplementary compensation of twenty-five dollars ($25) per hour. Does not include hearings conducted by the County Board. IV. Reimbursement for Expenses (Authorized Meal, Mileage, Lodging and Registration Expenses) A. Each supervisor will be allocated up to one thousand five hundred dollars ($1,500) annually for authorized expenses (i.e., meal, lodging and registration) actually incurred and related to approved conferences, conventions, institutes, schools, seminars, training or workshops. Mileage is addressed separately in Par. IV. B. below. 1. Authorized meal expenses, incurred by a Supervisor shall be reimbursed as set forth in Door County’s Administrative Manual (Section 2.15 Expense Reimbursement, A. Meal Expenses, 1.-3.). 2. Authorized lodging expenses, incurred by a Supervisor shall be reimbursed as set forth in Door County’s Administrative Manual (Section 2.15 Expense Reimbursement, D. Lodging). 3. Authorized registration expenses, incurred by a Supervisor shall be reimbursed as set forth in Door County’s Administrative Manual (Section 2.15 Expense Reimbursement, E. Registration Fees). Funds not used by the end of a year will be returned to the General Fund. A supervisor may only exceed the annual allocation with prior approval of the County Board. B. Mileage (§ 59.10(3)(g), Wis. Stats.) 1. Each supervisor shall receive mileage for each mile traveled in going to and returning from approved conferences, conventions, hearings, institutes, meetings, proceedings, schools, seminars, training or workshops by the most usual traveled route at the rate established by the County Board under § 59.22 Wis. Stats. as the standard mileage allowance for all County employees and officers (See: Door County’s Administrative Manual - Section 2.15 Expense Reimbursement, B. Mileage). Page 19 of 166 2 2. Mileage reimbursement is to be calculated from the Supervisor’s residence or their work location within Door County. If a Supervisor’s work location is outside of Door County, mileage reimbursement will be calculated from the County line. C. Supervisor Residing on Washington Island: 1. Is eligible to be reimbursed for one round-trip ferry ticket per day; and 2. Will, if an overnight stay on the mainland is necessary due to a meeting, be eligible for reimbursement for in-county lodging expense and meal expense consistent with Par. IV. A. 1. & 2. above. This is in addition to, and not in lieu of, other compensation and reimbursement set forth herein. D. Reimbursement can only be made for allowable expenses actually incurred. V. Compensation / Reimbursement Procedure A. All requests for reimbursement must (as a condition precedent to payment) be timely submitted (to the Finance Department) on properly completed and fully executed reimbursement request form(s), accompanied by any required documentation. B. These forms and instructions are available in the Office of County Clerk, and the Finance Department. VI. Miscellaneous A. The above is intended, and should be deemed, to fix the compensation and reimbursement, establish additional compensation, and increase the number of days for which compensation and reimbursement may be paid for Supervisors as allowed under Ch. 59, Wis. Stats. B. The above is intended, and should be deemed as, the different amount fixed as a maximum by the County Board for Highway Committee members as contemplated by § 83.015(1)(b), Wis. Stats. C. The purpose of any function for which a Board member claims a per diem, mileage or other reimbursement, must be specifically stated and become part of the committee minutes and the voucher thereof, must be co -signed by another committee member and must be approved by the committee. D. Whether board members, serving as members of an Ad-Hoc committee, shall receive compensation in the form of per diems, mileage or allowable expenses for attendance at Ad Hoc Committee meetings shall be determined at the time of the creation of the Ad Hoc Committee. E. Joint Meetings (of two or more Boards or Committees) 1. Calling of Joint Meetings a) The chairperson of each board, commission, or committee involved must agree to authorize a joint meeting. 2. One Presiding Officer or Chairperson of a Joint Meeting. a) To be determined by consensus of the chairpersons of the Boards, commissions, or committees involved. b) Absent such consensus, to be determined by drawing straws. 3. Quorum a) A majority of the entire membership of each board, commission, or committee involved in the joint meeting must be present. F. Sub-Unit Members Who Are Not Door County Board Supervisors. 1. Will receive compensation for attendance at a meeting (i.e., a timely noticed and properly convened meeting, with a quorum present) of a sub-unit (i.e., commission, committee, or board) of the County Board of which they are a member as follows: a. Fifty dollars ($50); and b. Twenty-five dollars ($25) for each hour above one (1) hour (up to eight (8) hours / not to exceed two hundred and twenty-five dollars ($225)) per day. c. Hourly Rates will be prorated as follows: • The hourly rate is to be prorated at twelve dollars and fifty cents ($12.50) per one-half hour. • Any fraction of an hour shall be rounded (up or down) to the nearest half-hour. Page 20 of 166 3 2. Are eligible for expense reimbursement as set forth in Door County’s Administrative Manual (Section 2.15 Expense Reimbursement). 3. Residing on Washington Island: a. Are eligible to be reimbursed for one round-trip ferry ticket per day; and b. Will, if an overnight stay on the mainland is necessary due to a meeting, be eligible for reimbursement for in-county lodging expense and meal expense consistent with Par. IV. A. 1. – 2. above. This is in addition to, and not in lieu of, other compensation and reimbursement set forth herein. VII. Agenda and Minutes [Wisconsin's Open Meetings Law (Sec. 19.81 - 19.90 Wis. Stats) Applies] A. Every meeting shall be preceded by public notice, consistent with Sec. 19.84 Wis. Stats. or as otherwise required by any other statute. Such public notice shall, at a minimum, be given in the following manner: 1. By communication from the chairperson or such person's designee to the public, to those news media who have filed a written request for such notices, and to an official newspaper. 2. By posting meeting notices in one or more places likely to be seen by the general public. As a rule, notice should be posted at three different locations within Door County. 3. Meeting notices may also be posted at the County's website as a supplement to other public notices, but web posting should not be used as a substitute for other methods of notice. If a meeting notice is posted on the County’s website, amendments to the notice should also be posted. 4. Every public notice of a meeting of a governmental body shall set forth the time, date, place and subject matter of the meeting, including that intended for consideration at any contemplated closed session, in such form as is reasonably likely to apprise members of the public and the news media thereof. 5. The public notice of a meeting of a governmental body may provide for a period of public comment, during which the body may receive information from members of the public. 6. Public notice of every meeting of a governmental body shall be given at least 24 hours prior to the commencement of such meeting unless for good cause such notice is impossible or impractical, in which case shorter notice may be given, but in no case may the notice be provided less than 2 hours in advance of the meeting. 7. Separate public notice shall be given for each meeting of a governmental body at a time and date reasonably proximate to the time and date of the meeting. B. The Chair of the committee, commission, or board, in coordination with the respective department head(s), is responsible for the preparation of an agenda for all meetings. The chairperson of the committee, commission, or board must approve the final agenda prior to distribution to other committee, commission, or board members. C. The secretary of the committee, commission, or board shall be responsible for providing copies of such agenda to other committee members, forty-eight (48) hours prior to such meeting. An electronic or paper agenda shall be posted on a board for public inspection and note thereon the date and time of such posting and the name or initials of the person doing the posting. Likewise, an agenda shall be delivered to the County Clerk’s Office. D. Informational material for items identified on the agenda shall also be provided for review by the membership, when available, at the same time as forwarding the notice of the meeting to allow review and research by the committee members. E. A full agenda (notice with supporting documents) shall be furnished to the Administrator as specified above. F. Consistent with Sec. 19.88(3) Wis. Stats., the minutes must include the motions and roll call votes of each meeting. As long as the body creates and preserves a reasonably intelligible description of the essential substantive elements of every motion made, who initiated and seconded the motion, the outcome of any vote on the motion, and, if a roll-call vote, how each member voted, it is not required by the open meetings law to take more formal or detailed minutes of other aspects of the meeting. Although the minutes should also accurately reflect the substance of the meeting. Page 21 of 166 4 G. Other statutes outside the open meetings law, however, may prescribe particular minute-taking requirements for certain bodies and officials that go beyond what is required by the open meetings law. For instance, Sec. 59.23(2)(a) Wis. Stats. requires a county clerk to, among other things, keep and record in a book therefor true minutes of all the proceedings of the board; make regular entries of the board's resolutions and decisions upon all questions; record the vote of each supervisor on any question submitted to the board, if required by any member present; and perform all duties prescribed by law or required by the board in connection with its meetings and transactions. H. Minutes of all meetings shall be filed with the County Clerk’s Office within ten (10) days of the meeting. VIII. Authorization to Speak or Perform Limited Duties A member of a standing, special committee, or commission may perform limited duties or speak for the entire committee or commission only when specifically authorized by the committee or commission. IX. Budget The County's annual budget process is governed by, and comports with, Sec. 65.90 Wis. Stats. X. Vouchers Copies of Vouchers will be submitted to the County Board for its information XI. Other All Committees shall be governed by the same applicable rules adopted for the Door County Board. If there are no rules specified for a particular situation, Roberts Rules of Order (current and authorized edition) will apply. Page 22 of 166 Powers and Duties of County Board Subunits Page 1 of 8 Powers and Duties of County Board Subunits (Committees, Commissions & Boards) Adopted 4-15-25 04-21-26 PREAMBLE The principal purpose here is to delineate, without limitation by reason of enumeration herein, the primary roles, responsibilities, and authority of Door County's committees, commissions, and boards. In any county that has a county administrator: • The county administrator is the chief administrative officer of the county, and coordinates and directs all administrative and management functions of the county government not otherwise vested by law in boards or commissions, or in elected officers (See: § 59.18 Wis. Stats.). • The various county committees, commissions, and boards are policy making bodies only, determining the broad outlines and principles governing such administrative and management powers. One objective here is to define and strike a balance between the administrative and management functions and policy making function of county government. References to the Wisconsin Statutes or Wisconsin Administrative Code are to those in full force and effect on the date this document is approved or as thereafter amended or revised This document is subject and subordinate to the Wisconsin Statutes and Wisconsin Administrative Code. FISCAL MATTERS GENERALLY APPLICABLE TO ALL 1. Annual Budget The County Administrator and Finance Director will, annually, prepare a proposed budget for submission to the Finance Committee. The Finance Committee will review and approve or modify and approve the proposed budget, and then refer the same (in relevant part) to each departmental oversight committee. The oversight committees will review and approve or modify and approve the proposed budget, and refer the same to the Finance Committee. The Finance Committee will report the final proposed budget to County Board for consideration and action in accordance with § 65.90 Wis. Stats. 2. Capital Improvements ("C.I.P.") Each oversight committee is responsible for reviewing and approving all capital item requests, those that pertain to the CIP, prior to the departments submitting them for inclusion in the proposed CIP. 3. Payment Vouchers ("PV") Each oversight committee is empowered to review all proper claims and expenses for the departments. 4. Contracts / Agreements Contracts with a term greater than 1 year shall be approved by the oversight committee. Contracts with terms over 3 years or that were not part of the approved budget shall be recommended for approval to Finance Committee and the County Board. Page 23 of 166 Powers and Duties of County Board Subunits Page 2 of 8 Each sub-unit of the County Board is responsible for sustainability within, and tracking and/or attempting to influence legislation related to, their respective spheres of influence. Toward these ends, each regular meeting agenda of any sub-unit will have Sustainability and Legislation as agenda topics. PRIMARY SUBUNITS (Standing and/or Statutory Oversight) Administrative Committee (7-Members) General Oversight of Administrator, Corporation Counsel & Child Support, County Clerk, Human Resources, Technology Services, Transportation, and Veterans. 1. Oversight committee for the Administrator, Corporation Counsel, Child Support, County Clerk, Human Resources, Technology Services, Transportation, and Veterans Service. 2. To review and (after County Board approval of the same) implement, aid in the enforcement of, and revise (subject to County Board approval) a County wide policy and procedure manual and/or employee handbook. 3. To review and establish or make changes to (subject to County Board approval) wages, benefits, hours, and other conditions of employment for County employees, appointed officials, and elective officers. 4. Review, develop and (after County Board approval of the same) implement and oversee compensation and expense reimbursement of County Supervisors and members of County Boards, Commissions, and Committees. 5. Responsible for position reviews (e.g., refill or reclassification requests) and, in conjunction with the Finance Committee, requests to establish new positions. The latter requests are subject to County Board approval. 6. The Administrative Committee shall have members serve on the Negotiating Team for collective bargaining purposes. In relation to the collective bargaining process, the Negotiating Team will establish goals and parameters, has the discretion (subject to the availability of funds) to retain outside professionals, and may tentatively approve the terms of any agreement reached by the Negotiating Team. Tentative agreements will be submitted to the County Board for ratification. 7. The Negotiating Team consists of the Administrator, Corporation Counsel and Human Resources Director and two members (and one alternate member) from the Administrative Committee. The Negotiating Team will provide periodic status updates to the Administrative Committee. 8. The Administrative Committee is designated as the Grievance Committee under § 59.26 (8)(b), Wis. Stats. This is an exclusive procedure, and not supplemental to the § 66.0509 Wis. Stats. grievance procedure created by adoption of Resolution No. 2011-75. 9. All out of state travel, for conferences, conventions, seminars, meetings, or training, is subject to prior approval by the County Administrator. Each departmental oversight committee and the Administrative Committee shall be advised of any such approval. 10. Risk Management, Safety, and Insurance. 11. Carry out any other policy making functions not assumed by any other board, commission or committee. Highway & Facilities Committee (7-Members) General Oversight of the Airport, Facilities & Parks, Highways and Historical Museum. 1. Is the County’s highway committee under § 83.015, Wis. Stats. and, in that capacity, a policy-making body determining the broad outlines and principles governing administration of County highways. 2. Policy-making, budgetary approval, and cooperative decision-making as to all County real property (e.g., land, improvements to land, and fixtures) and personal property (e.g., equipment, machinery and vehicles) unless such is specifically assigned to another board, commission or committee. 3. General oversight of public work, including any contract for the construction, improvement, remodeling or repair of any public work, building, or furnishing of supplies or material of any kind. 4. May sell or lease: a) space over or below ground level of County owned real estate; or b) in County owned facilities to any person, if the County Board determines by resolution that the action is in the public interest and does not interfere with the public purpose for which the County land or facility is used. 5. Subject to County policies and regulations and Wisconsin law, may declare County owned real or personal property surplus or obsolete and dispose of the same. 6. Provide general oversight of and, through the Fair Board and Fair Officers, provide for and conduct the Door County Fair. The foregoing is subject to applicable provisions of the Wisconsin Statutes and Administrative Code, including §§ 59.56(14) & 93.23, Wis. Stats., and Ch. ATCP 160, Wis. Adm. Code. Page 24 of 166 Powers and Duties of County Board Subunits Page 3 of 8 Finance Committee (7-Members) General Oversight of the Finance Department, Register of Deeds (§ 59.43 Wis. Stats.), Real Property Lister, GIS/LIO, and Treasurer (§ 59.25 Wis. Stats.) 1. To serve as the standing finance committee for all purposes, including those set forth in § 65.90 Wis. Stats. 2. To carry out the financial policy of the County as established in the County Budget, Board Ordinance s and Resolutions; and make recommendations as to the interpretation and administration of such policy. 3. To receive and direct financial audits in conjunction with information from the Finance Director and County Administrator. Committees are to be informed of any special audits. The Finance Committe e has the authority to request audits of all departments at any time. The Finance Committee further has the authority to accept the recommendations from the Finance Director and County Administrator in selecting who will conduct an audit. 4. To review, on a monthly basis, several key financial reports for Door County. These reports shall include the current status of Door County’s investments, its unassigned fund balance, its contingency accounts, its health benefits fund, its workers compensation fund, and such other reports as the Finance Committee shall from time to time request. The annual budget, prepared by the County Administrator and Finance Director, shall be presented to the Finance Committee by the County Administrator. The Finance Committee sh all then approve or modify budgetary provisions and pass the proposal on to the Oversight Committees. The Oversight Committees shall then be able to make changes to the proposed budget before passing it back to the Finance Committee. The Finance Committee must then send the final proposed document to the County Board for adoption. 5. To manage and dispose of delinquent real estate acquired by the County pursuant to Ch . 75 Wis. Stats. and applicable County Code. 6. Oversee the County Treasurer regarding collection of delinquent taxes including recovery of delinquent taxes and other costs against persons as provided in § 74.53 Wis. Stats, foreclosure of tax liens by action In Rem under § 75.521 Wis. Stats., and sale of tax delinquent real estate pursuant to § 75.69 Wis. Stats. 7. Is responsible for the functions and duties of the real property lister, development and maintenance of geographic information systems, and functions and duties of the land information office. 8. Serve as liaison between the Door County Economic Development Corporation and County Board. 9. General oversight of dog licenses and fees and humane society or other organization designated to provide a pound for collecting, caring for, and disposing of dogs as provided in Ch. 174 Wis. Stats. Health and Human Services Board (9-Members) General Oversight of the Health and Human Services Department 1. The Human Services Board was initially created by adoption of Resolution Number 2012 -87 on December 11, 2012. It’s title and duties were changed by adoption of Resolution Number 2018-85 on December 18, 2018 and Resolution Number 2020-40 adopted on April 21, 2020. The powers and duties of the Health and Human Services Board are as set forth in §§ 46.23, 251.03 & 251.04, Wis. Stats. Judiciary & Public Safety Committee (7-Members) General Oversight of Emergency Services (Ch. 256, Wis. Stats.), Emergency Management (Ch. 323, Wis. Stats.), County Law Enforcement Agency (Ch.’s 59 & 302, Wis. Stats.), Clerk of Court, Circuit Court, Family Court/Register in Probate, District Attorney, and Medical Examiner. 1. Responsible for the general oversight of County’s law enforcement agency, emergency medical services Emergency Management, Public Safety Communications, Medical Examiner, District Attorney and Circuit Court consistent with the applicable statutory and administrative code provisions. 2. Serve as the liaison between the Sheriff’s Office, Emergency Medical Services, Emergency Management, Public Safety Communications, Medical Examiner, District Attorney, Circuit Court and County Board. 3. Encourage and facilitate the establishment and maintenance of relationships and cooperation (including mutual aid and assistance agreements) with other municipalities (e.g., counties, cities, towns and villages) with respect to law enforcement, public-safety communications, emergency medical services, and emergency management. 4. General oversight of the acquisition, maintenance and repair of vehicles and other equipment necessary for the operation of emergency services, emergency management and law enforcement consistent with the annual budget. 5. Work collaboratively with the Sheriff regarding the authority and responsibilities of the Humane Officer(s) and Humane Society consistent with Ch.’s 173 & 174, Wis. Stats. 6. Periodic review of year to date expenditures and revenue to ensure the same are in line with the annual budget. 7. Review of audit(s) and annual reports. Page 25 of 166 Powers and Duties of County Board Subunits Page 4 of 8 Resource Planning Committee (5-Members) General Oversight of the Land Use Services Department 1. Designated as Door County’s planning and zoning committee, consistent with § 59.69(2), Wis. Stats. 2. A policy-making body, determining the broad outlines and principles governing administration of the Land Use Services Department. Among other things, the Land Use Services Department: a. Is designated as Door County’s planning and zoning agency consistent with § 59.69(2), Wis. Stats. b. Is responsible for the private onsite wastewater treatment systems program and back-up to the registered sanitarian. 3. The liaison between the Land Use Services Department and County Board. Land Conservation Committee (7-Members) General Oversight of the Soil & Water Conservation Department, and Agriculture and Extension Education 1. To serve as the land conservation committee pursuant to §§ 59.70, 92.06, 92.07, 36.25(7), 59.56(3), 85.195 and 92.05 Wis. Stats. and committee on agriculture and extension education under § 59.56(3)(b), Wis. Stats. 2. May carry out the powers and perform the duties the powers delegated to the land conservation committee subject to the approval of the county board. Library Board (7-Members / 2-CB) General Oversight for the Door County Library & Archives • §43.57, Wis. Stats. • Possesses the powers and duties of a library board under Ch. 43 Wis. Stats. Page 26 of 166 Powers and Duties of County Board Subunits Page 5 of 8 OTHER SUBUNITS ❖ Aging and Disability Resource Center Advisory Board (9-Members / 1-CB) • The Aging and Disability Resource Center (“ADRC”) of Door County must comply with all applicable statutes (including § 46.82, Wis. Stats.), Ch. DHS 10, Wis. Adm. Code, and its contract with the Wis. DHS. • This is the advisory board for the ADRC of Door County, and reports to the Door County Health & Human Services Board. ❖ Bay Lake Regional Planning Commission Representative (1-Member / CB) • § 66.0309 Wis. Stats. • The Commission was created in 1972 under §66.945, Wis. Stats. (re-titled 66.0309). • The Commission oversees the planning and technical assistance to member local governments. The Commission represents the local units of government, and effective partners for state and federal governments. ❖ Broadband Committee (9-Members / 2-CB) • Established at the County Board’s April 19, 2022 § 59.11(1)(c), Wis. Stats. organizational meeting . • The Committee consists of local stakeholders with a strong interest for providing in supporting broadband adoption and digital skill building in the County. • Its purpose is to act as an advisory committee to the Administrative Committee to better understand and navigate the unique challenges that come with implementing a county -wide broadband adoption and digital skills building programs. • The committee shall provide strategic direction and guidance on broadband adoption, digital skill-building initiatives, vendor partnerships, project implementation, vendors, budgeting and staffing to support informed decision making by that assist in the County making decision within this area of expertise. ❖ Communications Advisory Technical Subcommittee (9-Members / 2-CB) • Re-established by Resolution No. 2002-87. • On 03/23/16 the Committee voted to reduce voting membership to 9. • The Subcommittee consists of local stakeholders in government, business, and volunteer organizations with a strong interest and passion for public safety communication services. • Its purpose is to act as an advisory committee to the Judiciary & Public Safety Committee to better understand and navigate the unique challenges that come with public safety communications. • This is accomplished by providing strategic direction and guidance on radio systems, vendors, and budgeting that assist the County in making good decisions within this area of expertise. ❖ CCS/CST Coordinating Committee (14-Members / 1-CB) • §§46.56, 49.45(30e)(b) & 51.42(7)(b), Wis. Stats., Ch. DHS 36, Wis. Adm. Code, and Resolution No.’s 2016- 31 and 2016-72. • § DHS 36.09, Wis. Adm. Code requires that counties establish a CCS Coordinating Committee responsible for reviewing and making recommendations regarding the CCS policies and practices, quality improvement initiatives, and other information that the committee deems relevant to determining the quality of the CCS program and protection of consumer rights. At least one-third of the total membership of the coordination committee must be consumer. • § 46.56, Wis. Stats. requires counties which operate wrap-around programs for children and families to form a Coordinating Committee. The role of the Committee is to ensure coordination of care across multiple systems and programs. The statute mandates membership from various systems that serve children and families, and at least two parents whose children receive services from two or more systems. • Door County, like many counties, has merged the Coordinating Committees for CCS and CST. ❖ Children's COP Advisory Committee (11-Members / 1-CB) • §46.272, Wis. Stats. and Resolution No.’s 2016-31 and 2016-72 • The purpose of Children’s COP is to provide a coordinated approach to supporting families who have a child with a disability. 2015 Wis. Act 55 created a new statutory provision under §46.272, Wis. Stats. specifying that counties must appoint members to a Children’s Community Options (CCOP) Advisory Committee. • Note: Because of the similarities in program mission and service populations, it is important to ensure planning for CCS, CST, and Children’s COP is done in a seamless fashion. Additionally, many members serve on both the CCS/CST and CCOP committees. Therefore, whenever feasible, meetings of the Page 27 of 166 Powers and Duties of County Board Subunits Page 6 of 8 CCS/CST Coordinating Committee and CCOP Advisory Committee will be scheduled on the same day, back - to-back, with a time for networking and updates between the business meetings. ❖ Criminal Justice Collaborating Committee (13-Members / 1-CB) • Resolution No. 2018-21 (serves without per diem or expense reimbursement) • The principal mission of the Door County Criminal Justice Collaborating Council will be to enhance public safety in Door County through community collaboration by ensuring offender accountability, providing effective rehabilitation programs and supporting the rights and needs of victims. ❖ Door County Committee for 980 Placements (5-Members / NCB) • §980.08(dm), Wis. Stats. and Resolution No. 2018-32 ❖ Economic Development Board Representative (1-Member / CB) • §59.57, Wis. Stats. ❖ Fair Board Liaison (1 from Highway & Facilities Committee) • §59.56(14) Wis. Stats. • The liaison shall work with the Fair Board Association on the planning of the annual County Fair and also the strategic direction of the Fair. • The liaison shall serve as the conduit between Highway & Facilities Committee and the Fair Association. ❖ Highway Safety Commission (9-Members / 1CB) • §83.013, Wis. Stats. • Meets quarterly: 1st Thursday of February, May, August and November. • Reviews traffic accident data from the county and other traffic safety related matters. ❖ Housing Authority (5-Members / NCB) • §§ 16.30(2), 59.53(22), 66.1201-66.1213, Wis. Stats. ❖ Lake Shore Cap Representative (1-Member / CB) • Meets every other month, usually 702 State Street, Manitowoc • Lakeshore CAP, Inc. is a Wisconsin Not-For-Profit 501(c)3 corporation, guided by a Board of Directors (Board). The Board’s primary function is the pursuit of the organization’s mission, purpose and val ues. Lakeshore CAP embodies community action by being proactive in addressing the needs of the communities in our area; developing compassionate programming while adhering to our mission of promoting self -sufficiency with integrity; being resourceful in leveraging our funds, partnerships, staff and facilities; and inspiring our clients and community partners to follow our lead. • “Our mission is to help individuals and families achieve economic self-sufficiency and well-being through results-based programming in Manitowoc, Door, Sheboygan and Kewaunee counties. For many residents a number of conditions and situations work against achieving this objective. However, sometimes the greatest creativity emerges from the most difficult circumstances! We will continue to focus on our goals and to ally ourselves with community partners in addressing these conditions and situations.” ❖ Land Information Council (9-members / 1CB) • §59.72(3m), Wis. Stats. • Established by Resolution 2010-63 • The Land Information Council reviews priorities, needs, policies, and expenditures of the land information office and advises the County of Door on matters affecting the land information office. • The Land Information Council shall consist of the register of deeds, the treasurer, and, if one has been appointed, the real property lister or their designees and the following members appointed by the County Board: o A member of the County Board. o A representative of the land information office. o A realtor or a member of the Realtors Association employed within the county. (Optional if no such person willing to serve.) o A public safety or emergency communications representative employed within the county. (Optional if no such person willing to serve.) Page 28 of 166 Powers and Duties of County Board Subunits Page 7 of 8 o The county surveyor or a professional land surveyor employed within the county. (Optional if no such person willing to serve.) o Any other members of the County Board or public that the County Board designates. ❖ Local Elected Officials (1-Member / CB) • This is a sub-unit of the Bay Area Workforce Development Board • Established under 29 USC 2832. • Appointment by County Board Chairperson, with the approval of the County Board. • The LEO Board is comprised of the Chief Elected Official of each county (or his/her Designee). The LEO Board is the governing unit and legal representative body of the Bay Area Workforce Development Board of Directors. Board Directors are appointed by the LEO Board to lead the activities of the Executive Director and Board staff. • Meets quarterly, generally at 520 N. Broadway, Suite 320, Green Bay, WI ❖ Local Emergency Planning Committee (14-Members / 1-CB) • §59.54(8), Wis. Stats. and Resolution No. 58-93 • The LEPC (Local Emergency Planning Committee) is a critical community service which brings tog ether diverse people with diverse levels of expertise in order to plan for and respond to chemical emergencies, and to promote the community’s right to know about chemicals present in or near their homes and places of business. • Born out of the Emergency Planning and Community Right to Know Act (EPCRA) under the Superfund Amendments and Reauthorization Act (SARA Title III) of 1986 • Created as a result of the chemical spill in Bhopal, India in 1984 ❖ Nicolet Federated Library System Board of Trustees (1-Member / NCB) • Ch. 43, Wis. Stats. • The Nicolet Federated Library System is governed by a 17-member Board of Trustees representing the eight counties (including Door County) served by the system. • Trustees meet seven times annually. ❖ Nutrition Advisory Council (7-Members / 1CB) • Ch. 46, Wis. Stats. • This advisory council must remain separate from any other advisory group of the aging unit/ADRC to assist in evaluating, promoting, planning, and advocating for the nutrition program and it s participants. The nutrition advisory council will advise the director and assistant director on all matters relating to nutrition and nutrition - supportive services within the program area. All recommendations and suggestions of the council will be in accord with federal and state policies and will take into consideration the nutrition budget. The Nutrition Advisory Council is intended to be a partner in improving the nutrition program. Council members can assist in securing funding by volunteering their time to raise funds for the program, developing and maintaining community partnerships, and promoting activities including advertising and outreach to the community. • The powers and duties of a Nutrition Advisory Council are as set forth in Chapter 8.2.7 of the Wisconsin Aging Network Manual of Policies and Procedures. ❖ PACE Representative (1-Member / CB) • Resolution No. 2017-42 and Ordinance No. 2017-08 • PACE is an innovative program that enables property owners to obtain low-cost, long-term loans for energy efficiency, renewable energy, and water conservation improvements. • Wisconsin counties and municipalities utilized their joint exercise of powers authority under Wisconsin Statute § 66.0301, to form the Wisconsin PACE Commission • Representative shall oversee that the program administrator maintains and enforces comprehensive program guidelines to ensure each PACE project meets the requirements of the Wisconsin PACE Statute, the PACE Ordinance, and the Program Manual. ❖ Security & Facilities Committee (1CB) • SCR 68.05. • Chairperson of the County Board or Designee is a member. ❖ Sister City Informal Advisory Group (6-Members / 4-CB) • Resolution No.’s 2004-56 and Resolution 2014-56 Page 29 of 166 Powers and Duties of County Board Subunits Page 8 of 8 • The Door County Sister City Informal Advisory group consists of county board supervisors and members of the public interested in furthering Door County’s official Sister City relationship with Jingdezhen, China, as well as exploring potential similar relationships with other areas of the world. ❖ Sturgeon Bay-Door County-DCEDC Loan Fund Comm. Representative (1-Member / NCB) • Resolutions No.’s 2019-86 and 2020-14 • The SBDCED Loan Fund was established after the State ended the Federal Revolving Loan Program in 2019. The City and County worked cooperatively to establish a new countywide program to meet the financing gaps for businesses. • Committee provides the primary oversite to the program by reviewing loan applications. ❖ Veterans Service Commission (3-Members / NCB) • §45.81(1), Wis. Stats. • Appointed by County Board Chairperson, subject to approval of the County Board. • Staggered 3-year terms. • Must be residents of the county. • Chooses its own chairperson. ❖ WCA Ambassador (2-Members / CB) • Created at the County Board’s April 21, 2020 § 59.11(1)(c), Wis. Stats. Organizational Meeting • Serve as County Ambassadors for the Wisconsin Counties Association Ambassador Program; • Work with the sub-units of County Board and Department heads on issues the impact the County at the State and Federal level. • Help promote the issues developed as part of Door / Kewaunee Legislative Days. ❖ Zoning Board of Adjustment (5-Members / 2-Alternates / NCB) • §59.694, Wis. Stats. • Appointed by County Board Chairperson, subject to approval of the County Board. • Staggered 3-year terms. • The members, including alternate members, must all reside within the county and outside of the limits of incorporated cities and villages; provided, however, that no 2 members shall reside in the same town. • Chooses its own chairperson. Page 30 of 166 Door County Transportation Department Administrative Committee Update April 14, 2026 Meeting Get Connected. Get on Board. Ridership/Revenue: Door 2 Door Rides (D2D) provided 37,938 rides in 2025 and collected $150,068 in fares. Through February 2026, D2D provided 7,188 rides and collected $29,637.50 in fares. March reports were not available at the time of this report. Door County Connect (DCC) provided 6,072 rides in 2025 and collected $19,831 in fares. Through March 2026, DCC provided 1,636 rides and collected $4,883 in fares. Training Event: On March 26th we partnered with Abby Vans and Door-Tran to provide staff and volunteer training. There were 21 attendees at the Government Center and six people in Neillsville who attended. WisDOT, through a Rural Transit Assistance Program grant, covered all training costs and 80% food costs. Training was provided by RLS & Associates. Rural Transit Day: Again this year, we will offer no cost rides on July 16th. The driver appreciation picnic is on July 14th. A donation from Door County Medical Center will cover the picnic costs, again this year. Other Events: Page 31 of 166 Page 32 of 166 Page 33 of 166 Page 34 of 166 Page 35 of 166 Page 36 of 166 Resolution No. 2026-___ Page 1 of 2 RESOLUTION URGING THE WISCONSIN LEGISLATURE AND THE WISCONSIN DEPARTMENT OF NATURAL RESOURCES TO TAKE IMMEDIATE ACTION TO INSPECT AND REMOVE THE ABANDONED TUGBOAT “DONNY S.” FROM BAILEYS HARBOR TO THE DOOR COUNTY BOARD OF SUPERVISORS: WHEREAS, Door County, Wisconsin borders Lake Michigan and has a compelling interest 1 in seeing water quality, public safety, navigability, the local economy, and the ecological integrity 2 of Lake Michigan waters and shoreline protected; and 3 4 WHEREAS, Baileys Harbor is a Lake Michigan harbor located adjacent to the Town of 5 Baileys Harbor in Door County, Wisconsin; and 6 7 WHEREAS, the “Donny S.”, a 143-foot abandoned and derelict tugboat, has sat aground on 8 the northeast side of the waters of Baileys Harbor since the fall of 2021 and remains mired on 9 the lakebed with its status and fate uncertain; and 10 11 WHEREAS, the vessel’s condit ion is uncertain, but reports raise concern regarding the 12 structural integrity and hazardous contents of the vessel; and 13 14 WHEREAS, the waters of Baileys Harbor lie adjacent to ecologically sensitive areas including 15 Toft Point State Natural Area and The Ridges Sanctuary, magnifying the potential harm from any 16 release of hazardous contents; and 17 18 WHEREAS, the Wisconsin Legislature has an obligation flowing from Article IX § 1 of the 19 Wisconsin State Constitution to serve as trustee of all public trust resourc es within the state, 20 including navigable waters, and as such is charged with preserving, promoting, and protecting 21 the public’s rights in navigable waters; and 22 23 WHEREAS, the Wisconsin Department of Natural Resources has a general duty to preserve, 24 promote, and protect the public’s rights in navigable waters grounded in its delegated obligations 25 as trustee under the public trust doctrine and reflected in the Department’s general obligations 26 under Wis. Stat. §§ 281.11 and 281.12; and 27 28 WHEREAS, the Town of Baileys Harbor has formally called on the State Legislature and the 29 Wisconsin Department of Natural Resources to act, and Door County likewise seeks decisive 30 state intervention. 31 32 NOW, THEREFORE, BE IT RESOLVED, that the Door County Board of Supervisors urges 33 the Wisconsin Legislature and the Wisconsin Department of Natural Resources to: 34 35 1. Immediately conduct an official inspection of the Donny S. to determine the presence of 36 hazardous materials and evaluate environmental and structural risks; and 37 38 2. Take prompt action to secure, stabilize, and remove the vessel from Baileys Harbor to 39 prevent foreseeable pollution or harm to public waters. 40 41 . 42 Page 37 of 166 Resolution No. 2026-___ Page 2 of 2 RESOLUTION URGING THE WISCONSIN LEGISLATURE AND THE WISCONSIN DEPARTMENT OF NATURAL RESOURCES TO TAKE IMMEDIATE ACTION TO INSPECT AND REMOVE THE ABANDONED TUGBOAT “DONNY S.” FROM BAILEYS HARBOR ROLL CALL Board Members Aye Nay Exc. Dist. 1 D. Englebert Dist. 2 T. Thayse Dist. 3 vacant Dist. 4 N. Robillard Dist. 5 J. Miller Dist. 6 K. Fisher Dist. 7 C. Morkin Dist. 8 C. Jeanquart Dist. 9 R. Shaw Dist. 10 P. Rockwell Dist. 11 M. Rusnak Dist. 12 N. Norton Dist. 13 D. Vogel Dist. 14 H. Zettel Dist. 15 E. Gauger Dist. 16 D. Enigl Dist. 17 B. Bultman Dist. 18 V. Hancock Dist. 19 vacant Dist. 20 W. Kalms Dist. 21 J. Gunnlaugsson BOARD ACTION Vote Required: Majority Vote of a Quorum Motion to Approve Adopted 1st Defeated 2nd Yes: No: Exc: Reviewed by: , Corp. Counsel Reviewed by: , Administrator FISCAL IMPACT: There is no fiscal impact associated with the adoption of this resolution. STW Certification: I, Jill M. Lau , Clerk of Door County, hereby certify that the above is a true and correct copy of a resolution that was adopted on the 28th day of April, 202 6 by the Door County Board of Supervisors. Jill M. Lau County Clerk, Door County BE IT FURTHER RESOLVED, that the Door County Clerk is 43 hereby directed to transmit a copy of this resolution to the Governor’s 44 office, all members of the Wisconsin State Senate and Assembly 45 representing districts within Door County, the Secretary of the 46 Wisconsin Department of Natural Resources, and the Town of Baileys 47 Harbor. 48 49 SUBMITTED BY: ADMINISTRATIVE COMMITTEE David Englebert, Chair David Enigl Todd Thayse Bob Bultman Nancy Robillard Walter Kalms Elizabeth Gauger Page 38 of 166 Resolution No. 2026-___ Page 1 of 3 Authorizing the engagement of outside counsel on a contingency fee basis to initiate lawsuit(s) against companies that designed, manufactured, marketed, distributed, and/or sold Fluorosurfactant Products that contaminated the soil, groundwater and surface water of Door County with highly toxic compounds TO THE DOOR COUNTY BOARD OF SUPERVISORS: WHEREAS, Door County is presently contaminated with highly toxic compounds identified 1 as per- and polyfluoroalkyl substances (“PFAS”), including perfluorooctanoic acid (“PFOA”) and 2 perfluorooctane sulfonate (“PFOS”); and 3 4 WHEREAS, PFOA and PFOS have long been manufactured as components for aqueous 5 film-forming foam (“AFFF”), which is a product used to control and extinguish aviation, marine, 6 fuel, and other shallow spill fires by coating the ignited fuel source, preventing its contact with 7 oxygen and thereby suppressing combustion; and 8 9 WHEREAS, It was not uncommon for AFFF to be stored, handled and used at airports, 10 allowing PFAS compounds to migrate into the environment, contaminating soil, groundwater 11 and surface water; and 12 13 WHEREAS, throughout the 1960s to the pre sent time, certain companies designed, 14 manufactured, formulated, marketed, promoted, distributed Fluorosurfactant Products (i.e. 15 PFOA, PFOS, the chemical precursors of PFOA and/or PFOS, and/or AFFF containing PFOA, 16 PFOS, and/or their chemical precursors) throughout the United States; and 17 18 WHEREAS, the subject companies knew or reasonably should have known the risks and 19 dangers associated with the use of Fluorosurfactant Products, including the fact that PFAS 20 compounds contained in Fluorosurfactant Products are mobile in water, not easily 21 biodegradable, highly persistent in the environment and present significant and unreasonable 22 risks to human health and the environment; and 23 24 WHEREAS, the subject companies knowingly placed Fluorosurfactant Products like AFFF 25 into the United States stream of commerce for decades, while concealing their knowledge of 26 the toxic nature and harmful effects associated with these products; and 27 28 WHEREAS, the use of AFFF for fire protection, training and response activities, release d 29 PFAS compounds into the environment, even when used as directed by the manufacturer; and 30 31 WHEREAS, by the 1970s, the subject companies knew or reasonably should have known 32 that PFOA and PFOS were highly toxic compounds that resisted natural degradation, and that 33 would migrate through the subsurface when sprayed, easily mixing with the groundwater; and 34 35 WHEREAS, the subject companies continued to manufacture, distribute and sell AFFF with 36 the knowledge that AFFF could be made without PFOA or PFOS, and th at such fluorine-free 37 foams would not release harmful PFOA or PFOS into the environment; and 38 39 WHEREAS, PFOA and PFOS are known carcinogens that can be absorbed into the lungs 40 and gastrointestinal tract, potentially causing severe damage to the liver, kidn eys and central 41 nervous system, as well as genetic damage; and 42 43 Page 39 of 166 Resolution No. 2026-___ Page 2 of 3 Authorizing the engagement of outside counsel on a contingency fee basis to initiate lawsuit(s) against companies that designed, manufactured, marketed, distributed, and/or sold Fluorosurfactant Products that contaminated the soil, groundwater and surface water of Door County with highly toxic compounds WHEREAS, by the early 1980s the industry noticed a correlation between PFOA exposure 1 and human health, including birth defects in children; and 2 3 WHEREAS, despite knowing the dangers and ris ks, the subject companies designed, 4 manufactured, marketed and sold AFFF with instructions on how to dispose of AFFF by 5 washing the foam into the soil and wastewater system; and 6 7 WHEREAS, the subject companies failed to warn users of AFFF of the dangers inherent in 8 its use, and failed to issue warnings or recalls of AFFF despite knowing the identity of its 9 purchasers; and 10 11 WHEREAS, the County of Door (“County”) is the owner, operator, and actual possessor of 12 real property and improvements – including the Door County Cherryland Airport; and 13 14 WHEREAS, the invasion of Door County with PFOA and PFOS is continuous and recurring 15 as new contamination flows into the soil and water daily; and 16 17 WHEREAS, the County seeks to recover damages arising from the continuous and 18 ongoing contamination of its property by Fluorosurfactant Products, including the past and 19 future costs associated with the investigation, monitoring, r emediation and restoration of the 20 County; and 21 22 WHEREAS, the County provides a multitude of programs and services to its citizens, 23 taxpayers, residents and visitors, and the resources that the County directs toward PFAS 24 remediation cannot be used for other essential programs and services; and 25 26 WHEREAS, the County is aware that other counties and local governments have filed 27 lawsuits against the responsible companies to force those companies to assume financial 28 responsibility for the costs that otherwise must be borne by the governments and their citizens; 29 and 30 31 WHEREAS, it is prudent for the County to explore every option available to recover 32 damages and avoid the necessary expenditure of potentially millions of dollars in unexpected 33 and unbudgeted resources related to PFAS remediation; and 34 35 NOW, THEREFORE, BE IT RESOLVED: the Door County Board of Supervisors (“County 36 Board”) hereby makes the following resolutions: 37 38 1. The County engages the outside counsel according to the terms and conditions set forth 39 in the proposed engagement letter, a copy of which has been provided to the County 40 Board at the time of the meeting adopting this Resolution, and authorizes the 41 Corporation Counsel to execute the engagement letter on behalf of the County. 42 Page 40 of 166 Resolution No. 2026-___ Page 3 of 3 Authorizing the engagement of outside counsel on a contingency fee basis to initiate lawsuit(s) against companies that designed, manufactured, marketed, distributed, and/or sold Fluorosurfactant Products that contaminated the soil, groundwater and surface water of Door County with highly toxic compounds ROLL CALL Board Members Aye Nay Exc. Dist. 1 D. Englebert Dist. 2 T. Thayse Dist. 3 vacant Dist. 4 N. Robillard Dist. 5 J. Miller Dist. 6 K. Fisher Dist. 7 C. Morkin Dist. 8 C. Jeanquart Dist. 9 R. Shaw Dist. 10 P. Rockwell Dist. 11 M. Rusnak Dist. 12 N. Norton Dist. 13 D. Vogel Dist. 14 H. Zettel Dist. 15 E. Gauger Dist. 16 D. Enigl Dist. 17 B. Bultman Dist. 18 V. Hancock Dist. 19 vacant Dist. 20 W. Kalms Dist. 21 J. Gunnlaugsson BOARD ACTION Vote Required: Majority Vote of a Quorum Motion to Approve Adopted 1st Defeated 2nd Yes: No: Exc: Reviewed by: , Corp. Counsel Reviewed by: , Administrator FISCAL IMPACT: Adoption of this resolution does not require County funds. Any future recovery may offset PFAS-related investigation, remediation, and restoration costs. STW Certification: I, Jill M. Lau , Clerk of Door County, hereby certify that the above is a true and correct copy of a resolution that was adopted on the 24th day of February, 202 6 by the Door County Board of Supervisors. Jill M. Lau County Clerk, Door County 2. As set forth in the engagement letter, (a) outside counsel will 1 not be compensated unless the County receives a financial 2 benefit as a result of the proposed claims; and (b) outside 3 counsel is authorized to file a lawsuit on behalf of the County 4 against an y company that designed, manufactured, 5 marketed, distributed, and/or sold Fluorosurfactant Products 6 that contributed to the PFAS contamination within the 7 County whether now known or discovered after the date of 8 this resolution. 9 10 3. Outside counsel shall proceed with the litigation effort under 11 direction of the County Administrator, or their designee, and 12 shall keep the County reasonably apprised as to the status 13 of the litigation. 14 15 BE IT FURTHER RESOLVED: County officials and employees 16 are hereby directed to provide support to outside counsel in the 17 litigation effort. 18 19 BE IT FURTHER RESOLVED: that all actions heretofore taken 20 by the Board of Supervisors and other appropriate public officers 21 and agents of the County with respect to the matters contemplated 22 under this Resolution are hereby ratified, confirmed and approved. 23 24 25 SUBMITTED BY: Administrative Committee David Englebert, Chair David Enigl Todd Thayse Bob Bultman Nancy Robillard Walter Kalms Elizabeth Gauger Page 41 of 166 BoldPath Consulting, LLC Door County HR Structure: HR Manager vs. HR Director Page 1 of 11 Human Resources Leadership Structure Decision Framework for Door County, Wisconsin 1. Executive Summary Door County is at a decision point regarding the appropriate leadership structure for its Human Resources function. The County is currently evaluating two structural approaches: establishing a Human Resources Manager or a Human Resources Director as the department head. These approaches reflect the current direction of committee discussion and are presented to support a clear, informed decision by the County Administrator and governing body. This decision is not primarily about the title. It is about: • the level of authority assigned to HR • the role HR is expected to play in the organization • the extent to which the County Administrator remains involved in HR operations • the County’s willingness to support broader organizational and workforce needs • the degree of consistency and accountability expected across departments Both models are workable under appropriate conditions. However, they produce meaningfully different outcomes in terms of authority, consistency, administrative workload, and organizational impact. The choice will shape how HR functions day-to-day and how decisions are made, escalated, and enforced across the organization. If the County intends to reduce the Administrator’s involvement in day-to-day HR matters and expand HR’s role in addressing organization-wide needs, the Director model is more directly aligned with that intent. If the priority is maintaining a primarily operational focus with closer Administrator involvement and coordination, the Manager model remains viable. 2. Analytical Framework 2.1 Authority and Organizational Position Titles alone do not determine authority. Authority is established through: • reporting relationships • clearly defined decision rights • organizational expectations regarding enforcement and compliance • consistency in how decisions are supported and upheld by executive leadership For purposes of this decision, the distinction between Manager and Director is used intentionally to represent differences in expected organizational positioning, peer relationships, and scope of responsibility. This is a practical distinction rather than a purely technical one and is intended to reflect how the role will function within Door County’s governance environment. 2.2 HR Functional Scope HR functions generally fall along a continuum: • Transactional: payroll, benefits administration, hiring processes, compliance, and recordkeeping • Strategic: workforce planning, labor relations, classification and compensation, and policy development and interpretation • Organizational / Developmental: succession planning, leadership development, organizational support, and change management Page 42 of 166 BoldPath Consulting, LLC Door County HR Structure: HR Manager vs. HR Director Page 2 of 11 Most local governments operate across transactional and strategic levels, with more advanced organizational functions developed selectively based on capacity, leadership expectations, and available resources. In practice, many organizations operate at a blended level, with strategic elements layered onto a strong operational base. The structure selected should align with the level of function the County expects HR to perform, recognizing that higher-level functions require both authority and capacity. 2.3 Governance Alignment Under Wis. Stat. §59.18, the County Administrator supervises departments and is responsible for overall administrative coordination. This statutory framework places the Administrator at the center of operational authority while allowing for the delegation of responsibilities. The HR structure must align with how the County intends the Administrator to function: • directly involved in operational HR matters and decision-making • or focused on broader leadership responsibilities, with HR authority delegated and exercised at the departmental level Clarity in this expectation is essential to avoid ambiguity in decision-making and accountability. 3. Organizational Context Door County demonstrates the following conditions based on the operational assessment and related inputs. Strengths • responsive and professional HR service delivery • improving internal systems and processes • generally positive working relationships with departments • willingness to engage in organizational improvement discussions Structural Stress Points • variability in interpretation and application of policies • inconsistent decision-making across departments • unclear ownership of certain HR decisions and outcomes • limited capacity for organization-wide initiatives and follow-through Organizational Needs The organization is experiencing increasing demand for: • coordinated training and workforce development • succession planning and continuity of leadership • support to departments navigating organizational challenges • ongoing policy development, interpretation, and refinement These needs extend beyond purely transactional HR and require consistent authority, organizational reach, and sustained attention to be addressed effectively. 4. Governance Consideration: Role of the County Administrator Recent discussions indicate an expectation that the County Administrator’s role should increasingly emphasize: • county-wide leadership • strategic and operational priorities • executive-level decision-making Page 43 of 166 BoldPath Consulting, LLC Door County HR Structure: HR Manager vs. HR Director Page 3 of 11 • coordination across departments rather than direct involvement in routine functions With any reduced involvement in routine HR administration, this expectation has direct implications for HR structure. The key question is not whether the Administrator retains authority, but how frequently that authority must be exercised in routine operations and how much of the HR function is dependent on that involvement. Retained Authority Regardless of structure, the Administrator should retain final authority over: • employee suspension and termination • significant financial decisions • high-risk or legally sensitive matters • issues with organization-wide impact or precedent-setting implications The structural distinction lies in how much day-to-day HR decision-making must be elevated to that level and how often it occurs. 5. Structural Options Under Consideration 5.1 HR Manager (Administrative Leadership Model) Structure • reports directly to the County Administrator • functions as the lead HR professional within the administrative structure • operates as part of the Administrator’s leadership team rather than as a fully independent department head Organizational Position The HR Manager is typically positioned as: • a collaborator and resource to departments • an extension of the County Administrator’s operational authority • not a peer to Director-level department heads This model relies on a shared functional relationship between the HR Manager and the County Administrator, with responsibilities distributed but closely coordinated. Functional Emphasis • full responsibility for HR staff and HR vendor relationships • strong operational and service delivery focus • execution of HR processes and support to departments • limited independent authority to impose organization-wide direction without Administrator backing Administrator Interaction • regular and ongoing involvement in HR matters • shared responsibility for decision-making in complex or sensitive situations • continued reliance on Administrator support for enforcement and consistency Advantages • strong alignment with Administrator priorities • high level of coordination on personnel matters • responsive to day-to-day operational needs Page 44 of 166 BoldPath Consulting, LLC Door County HR Structure: HR Manager vs. HR Director Page 4 of 11 • lower direct cost relative to a Director-level structure Limitations • reduced organizational standing relative to department heads • reliance on Administrator involvement for authority and enforcement • limited independence in driving organization-wide initiatives • continued risk of inconsistent application across departments • difficulty sustaining strategic or organizational initiatives over time 5.2 HR Director (Department Head Model) Structure • reports directly to the County Administrator • functions as a department head-level role regardless of physical or organizational placement • may be structured as a standalone department or within a broader administrative grouping, but with full departmental authority Organizational Position The HR Director is positioned as: • a peer to other department heads • the central authority on HR policy, systems, and practices • accountable for both operational delivery and organization-wide HR outcomes This model establishes a clear distinction between operational HR authority and executive oversight. Functional Emphasis • full responsibility for HR staff and HR vendor relationships • balanced operational and strategic responsibilities • authority to require consistent application across departments • capacity to address organization-wide workforce and organizational issues Accountability • full department head responsibility and accountability for the HR function • ownership of outcomes, performance, and consistency across HR services • responsibility for aligning HR practices with organizational priorities Administrator Interaction • involvement primarily limited to: o final disciplinary decisions o high-risk or sensitive matters o significant fiscal decisions • reduced need for routine involvement in HR operations While the HR Director exercises greater independent decision-making authority, that authority operates within the County’s overall management structure. The Director serves on the Administrator’s leadership team and coordinates with central service departments, including Finance, Information Technology, and Facilities. Decisions are not made in isolation. They are made in alignment with organizational priorities, fiscal constraints, legal considerations, and operational realities, with the County Administrator providing overarching direction and integration across departments. Advantages • clear authority and organizational standing Page 45 of 166 BoldPath Consulting, LLC Door County HR Structure: HR Manager vs. HR Director Page 5 of 11 • improved consistency and accountability • stronger capacity for workforce planning, policy development, and departmental support • structural reduction in Administrator involvement in routine HR matters Limitations • higher direct cost • requires clear expectations and sufficient capacity to be effective • does not independently create strategic capability without organizational support • may require adjustments in organizational expectations and workflows 6. Physical and Organizational Placement Considerations The selected structure has implications beyond reporting lines and extends to how the function is perceived and operates within the organization. However, physical location and organizational placement are not determinative of effectiveness. Human Resources can function effectively in a variety of configurations if authority, expectations, and relationships are clearly defined. In practice, these decisions are often influenced as much by organizational comfort, perception, and accessibility as by formal structure. HR Manager Model • typically integrated within the County Administrator’s office • reinforces close working relationships and accessibility • may reinforce dependency on the Administrator for authority and decision-making This configuration often supports a model in which departments view HR as part of the Administrator’s office, which can aid coordination but may limit perceived independence. HR Director Model • may be located within or outside the administrative suite • physical and organizational separation can reinforce independence and authority • supports clearer delineation between operational HR decisions and executive-level escalation A more independent placement may signal that HR operates as a distinct function with defined authority, though this is ultimately shaped more by practice than by location. Practical Consideration Physical and organizational placement should be viewed as a secondary design choice that supports, but does not define, the structure. The more important factors are: • clarity of authority • consistency of decision-making • accessibility and trust with departments • alignment with the expectations of the County Administrator and County Board These factors will determine how the function operates in practice, regardless of physical location or organizational grouping. 7. Financial Considerations Estimated market ranges suggest: • HR Manager: approximately $80,000 to $115,000 salary • HR Director: approximately $100,000 to $150,000 salary Page 46 of 166 BoldPath Consulting, LLC Door County HR Structure: HR Manager vs. HR Director Page 6 of 11 These ranges are based on comparable public-sector positions and should be treated as reasonable planning estimates. Final compensation levels should be validated through the County’s classification and compensation consultant to ensure alignment with internal equity and external market conditions. The difference between the two roles represents a modest portion of the County’s overall personnel budget and should be evaluated within that broader context. Staffing Context The addition of a fourth HR position, regardless of classification, represents a meaningful improvement in the County’s HR capacity. With an active workforce estimated at approximately 400 to 450 employees, including seasonal fluctuations, the County is currently operating near the lower end of typical HR staffing levels for comparable organizations. While the addition of this role strengthens the department, the overall staffing model will remain relatively lean. Under current conditions, expansion beyond this level may be difficult to justify; however, the function continues to operate with limited administrative support. As a result, professional HR staff will continue to handle a portion of transactional and administrative tasks, including routine processing, document management, and coordination, which reduces the time available for higher-level functions. As an additional point of reference, a generalized HR workload model suggests that an organization of this size and complexity would typically require staffing somewhat above current levels, even with the addition of a Director-level position. This estimate is intended to provide directional context rather than a prescriptive recommendation and does not account for the specific capabilities of current staff or existing processes. Within that context, the County’s current and proposed staffing levels reflect a lean operating model in which professional staff absorb a large portion of the administrative workload. This condition exists under either structural option, and may be more pronounced if administrative support currently provided through the County Administrator’s office is reduced. Consideration of administrative or support-level capacity may help address routine workload demands that do not require professional-level HR expertise. Operational Implications A continuing constraint is the limited availability of administrative support at the entry or support level of the HR function. As a result: • professional HR staff will continue to perform a portion of transactional and administrative work • time available for higher-level functions may be constrained • efficiency gains may be limited without additional support resources This condition is common in similarly sized jurisdictions but represents a tradeoff in how staff time is utilized. Cost Perspective Cost should be acknowledged but not treated as the primary factor in the decision. More consequential considerations include: • organizational consistency and reliability • administrative workload and time allocation • risk exposure and decision quality • ability to meet identified organizational needs The County should determine the structure that best aligns with its operational and organizational objectives and then evaluate cost within that context, rather than allowing cost alone to drive the decision. The selection of a Director-level structure should be accompanied by aligned expectations regarding capacity and outcomes. Given the County’s current staffing model and limited administrative support, the position will continue to require substantial involvement in operational and transactional work. The designation of a Director does not, by itself, create additional capacity for higher-level organizational initiatives. Page 47 of 166 BoldPath Consulting, LLC Door County HR Structure: HR Manager vs. HR Director Page 7 of 11 8. Decision Considerations The decision should be guided by the County’s priorities and intended operating model. If the County prioritizes: Operational Support and Close Administrative Oversight The HR Manager model aligns with: • strong day-to-day service delivery • continued Administrator involvement • a collaborative, advisory HR function Organizational Consistency and Broader HR Impact The HR Director model aligns with: • consistent policy application • clearer authority across departments • expanded capacity to address workforce and organizational issues Reduction in Administrator Operational Involvement The HR Director model provides the clearest structural path to: • reducing routine escalation • allowing the Administrator to focus on broader leadership responsibilities Based on the County’s stated interest in improving consistency across departments and reducing routine involvement of the County Administrator in personnel matters, the Human Resources Director model is more directly aligned with those objectives. 9. Conclusion Both models are workable and can be successful under the right conditions. The distinction is not whether HR can function under either structure, but what the County expects HR to do and how the County Administrator’s role is intended to evolve. If the County’s objective is to maintain a primarily operational HR function with continued Administrator involvement, the Manager model is sufficient. If the County’s objective is to: • improve consistency across departments • address organization-wide workforce needs • reduce the Administrator’s involvement in routine HR matters then the Director model is more directly aligned with those objectives. The decision should be based on organizational need rather than cost alone. The County is determining not just a title, but the level of authority, independence, and responsibility it expects from its HR function. That expectation should drive the structure selected, along with a clear understanding of how the function will operate in practice and how authority will be exercised across the organization. Regardless of structure, effectiveness will depend on consistent application of authority, alignment with the County Administrator, and adherence to established roles and decision-making expectations across departments. Page 48 of 166 BoldPath Consulting, LLC Door County HR Structure: HR Manager vs. HR Director Page 8 of 11 Appendix A – DRAFT HR DIRECTOR JOB DESCRIPTION Job Summary This position serves as the County’s lead authority for human resources systems, policy interpretation, and workforce practices. The Human Resources Director is responsible for the consistent application of personnel policies, administration of classification and compensation systems, and oversight of employee and labor relations across all departments. The position operates with delegated authority from the County Administrator to make and enforce routine human resources decisions, while coordinating with the Administrator on high-risk, precedent-setting, or financially significant matters. The Director is accountable for the reliability, consistency, and effectiveness of the County’s human resources function and for reducing the need for routine escalation of personnel matters. The role combines operational responsibility with organization-wide accountability and requires sound judgment in balancing legal compliance, fiscal constraints, and organizational needs. Essential Duties & Responsibilities • Leads and administers the County’s human resources function, with responsibility for service delivery, system integrity, and consistency of application across departments. • Exercises authority to interpret and apply personnel policies, procedures, and classification standards; ensures consistent implementation and addresses deviations where they occur. • Administers and maintains the County’s classification and compensation systems, including position evaluation, pay structure administration, and labor market analysis. • Oversees recruitment and selection processes; establishes standards and ensures compliance with approved hiring practices. • Provides direction to departments on employee relations matters, including performance management, discipline, and workplace issues; requires corrective action where policies are not followed. • Coordinates and participates in investigations; determines appropriate course of action in consultation with Corporation Counsel and the County Administrator as needed. • Leads or coordinates labor relations activities, including contract administration, grievance handling, and participation in negotiations, in alignment with County leadership and legal counsel. • Develops, updates, and enforces personnel policies and procedures; ensures alignment with applicable laws and organizational expectations. • Ensures compliance with federal and state employment laws and regulations; identifies risks and implements corrective measures. • Oversees HRIS, personnel records, and benefits administration to ensure accuracy, confidentiality, and operational reliability. • Prepares and administers the HR budget; provides analysis and recommendations related to personnel costs and workforce planning. • Advises the County Administrator and governing committees on personnel matters, providing analysis, options, and recommendations. • Attends and participates in committee and board meetings as required. Page 49 of 166 BoldPath Consulting, LLC Door County HR Structure: HR Manager vs. HR Director Page 9 of 11 • Prioritizes workload and allocates departmental resources within a lean staffing environment, balancing transactional demands with higher-level organizational needs. • Performs other duties consistent with the scope and intent of the position. Key Competencies & Skills • Strong working knowledge of public-sector human resources practices, including classification, compensation, labor relations, and compliance requirements. • Ability to interpret and apply policies, contracts, and legal standards consistently across departments. • Sound judgment in balancing legal risk, fiscal constraints, and operational considerations. • Ability to exercise authority appropriately, including requiring compliance and addressing inconsistent practices. • Analytical capability to evaluate workforce data, compensation structures, and personnel trends. • Effective communication skills, including the ability to provide clear direction and defensible recommendations to leadership and governing bodies. • Conflict resolution and negotiation skills, particularly in employee and labor relations contexts. • Ability to manage competing priorities in a resource-constrained environment. • Working knowledge of Wisconsin public-sector employment frameworks, including collective bargaining and applicable statutes. • Proficiency in HR information systems, reporting tools, and data management practices. Required Education & Experience • Bachelor’s degree in Human Resources, Public Administration, Business Administration, or a related field. • Seven (7) to nine (9) years of progressively responsible human resources experience, including substantial experience in employee relations, classification and compensation, and policy administration. • Minimum of three (3) years of supervisory or leadership experience. • Experience in labor relations, including contract administration and grievance handling. • Demonstrated experience applying employment laws and personnel policies in a complex organizational setting. • Experience in public sector human resources, preferably in local government, is strongly desired. • Professional certification (e.g., SPHR, PHR, SHRM-SCP, SHRM-CP) is expected at the time of hire or obtained within a reasonable period after hire. • Valid Wisconsin driver’s license. • Equivalent combinations of education and experience may be considered where permitted. Page 50 of 166 BoldPath Consulting, LLC Door County HR Structure: HR Manager vs. HR Director Page 10 of 11 Appendix B – DRAFT HR MANAGER JOB DESCRIPTION Job Summary This position serves as the County’s lead human resources professional, responsible for administering day-to-day HR operations, supporting departments, and coordinating personnel matters in partnership and consultation with the County Administrator. The Human Resources Manager oversees core functions including recruitment, employee relations, classification and compensation administration, benefits, and compliance. The position operates with delegated responsibility for managing HR processes and providing guidance to departments, but relies on coordination with and support from the County Administrator for complex, high-risk, or organization-wide decisions. The Manager functions as a resource to departments and as an extension of the Administrator’s operational authority. The role emphasizes responsive service delivery, consistent application of established policies, and effective coordination of personnel matters across the organization. Essential Duties & Responsibilities • Administers the County’s day-to-day human resources operations, ensuring effective service delivery and compliance with policies and regulations. • Implements and maintains established personnel policies, procedures, and programs; monitors application across departments and identifies areas requiring clarification or adjustment. • Coordinates recruitment and selection processes; works with department heads and committees to support hiring decisions and onboarding. • Administers classification and compensation systems, including position evaluations and pay plan implementation, in alignment with established policies and direction from County leadership. • Provides guidance to supervisors and department heads on employee relations matters, including performance management, discipline, and workplace issues; coordinates with the County Administrator on complex or sensitive situations. • Assists in the administration of labor relations activities, including contract interpretation, grievance handling, and preparation for negotiations, in coordination with the County Administrator and Corporation Counsel. • Conducts or coordinates workplace investigations; gathers information, documents findings, and provides recommendations for review and decision-making. • Ensures compliance with federal and state employment laws and regulations; monitors changes and recommends updates to policies and practices. • Oversees benefits administration, HRIS, and personnel records; ensures accuracy, confidentiality, and proper documentation. • Coordinates personnel actions, including hiring, promotions, transfers, and separations; ensures consistency with County policies and applicable laws. • Prepares reports, data analysis, and recommendations to support personnel-related decisions by the County Administrator and governing committees. • Assists in the preparation and administration of the HR budget. • Participates in committee and board meetings as assigned; provides information and technical support on personnel matters. Page 51 of 166 BoldPath Consulting, LLC Door County HR Structure: HR Manager vs. HR Director Page 11 of 11 • Prioritizes workload and manages competing demands within a limited staffing environment. • Performs other duties consistent with the scope and intent of the position. Key Competencies & Skills • Working knowledge of human resources principles and practices, including employee relations, classification and compensation, and compliance. • Ability to interpret and apply personnel policies, procedures, and labor agreements with consistency and sound judgment. • Strong interpersonal and communication skills, with the ability to work effectively with department heads, supervisors, and employees. • Ability to coordinate and manage HR processes in a multi-department environment. • Analytical ability to assess personnel issues, review data, and support decision-making. • Conflict resolution and problem-solving skills in employee and labor relations contexts. • Ability to operate effectively within a structure that requires coordination with executive leadership on complex decisions. • Organizational skills to manage multiple priorities and deadlines in a resource-constrained environment. • Working knowledge of Wisconsin public-sector employment practices and regulatory requirements. • Proficiency in HR information systems, reporting tools, and data management. • Ability to maintain confidentiality and exercise professional judgment. Required Education & Experience • Bachelor’s degree in Human Resources, Public Administration, Business Administration, or a related field. • Five (5) to seven (7) years of progressively responsible human resources experience, including experience in employee relations, recruitment, and personnel administration. • Experience applying employment laws and personnel policies in an organizational setting. • Experience supporting or participating in labor relations activities, including contract administration or grievance handling. • Supervisory or lead experience preferred but not required. • Experience in public sector human resources, preferably in local government, is strongly desired. • Professional certification (e.g., PHR, SPHR, SHRM-CP, SHRM-SCP) is expected at the time of hire or obtained within a reasonable period after hire. • Valid Wisconsin driver’s license. • Equivalent combinations of education and experience may be considered where permitted. Page 52 of 166 EMPLOYEE AND ADMINISTRATIVE POLICY MANUAL – SUMMARY OF COMMENTS page 1 of 8 Chap. Section Dept(s) Comments –(Summary) How Item Addressed or Comment Index Corp. Coun. Chapter 11 Missing Will be corrected General Comment County Brd. Be consistent in reference to County Board (sometimes just listed as Board) All references to “County Board” General Comment County Brd. Capitalize S in supervisor (same as County & Dept Head Supervisor left lower case as it is not a contractual or statutorily defined term like Department Head or County. General Comment County Brd. Capitalize State and Federal 1st letter in Uppercase. Just like on Page 41 All references to state and federal are capitalized. General Comment County Brd. Capitalize the word Statutes also Statutes is capitalized when grammatically correct… when referencing a specific statute (Wisconsin Statutes) General Comment County Brd. Don’t like the s/he reference Changed to they/their throughout. General Comments County Brd. Capitalize Dept. Head for consistency All references to Department Head at capitalized. General Comment County Brd. Replace the word ‘must’ with ‘shall’ (example pg. 8) Must and shall mean the same thing. No change made. General Comment County Brd. Door County - in all locations where DC is shown(except the 1st showing and the one on P31 under 7.02 a) it should be converted to only County. “County” refers to the government of Door County. All such references shortened to “County”. Reference to the geographical place of Door County is left as “Door County” General Comment County Brd. Where is Exempt and Non-Exempt defined? If in a Federal or State reg, then provide that reference. The Fair Labor Standards Act provides an exemption from its overtime requirements for certain employees. Legal and common usage refers to those that are exempt from the FLSA overtime requirements as “exempt” and those that are not as “non-exempt”. General Comment County Brd. Add abbreviation for Human Resources (HR) All references to Human Resources are spelled out. Acronyms are not preferred for clarity purposes. General Comments County Brd. Review entire document for underlined wording and remove Corrected General Comment County Brd. Review format for hours and minutes listed. Like P 21 where 30 minutes are written several ways. Corrected to be consistent. General Comment County Brd. Why is 'or designee' or similar used in some places and not in others? Depends on whether use of a designee is appropriate or desired. General Comment County Brd. In all location where a list is provided include 'but is not limited to ' Either way is correct. Current practice is that “but not limited to” is not required (redundant). General Comment County Brd. Review all locations for consistent punctuation like periods at end of subset paragraphs. General Comment County Brd. Missing verbiage to address an employee not getting results and being able to move up the command. Typically there is an entry for this option. There is something under bullying on p58 Chapter 1, Section 5 (Chain of Command), Subsection 5.03: amended to allow an employee to refer matters requiring attention to Human Resources or Corporation Counsel if the employee feels uncomfortable or believes it inappropriate to report the matter to their supervisor. ? Maybe Chap 4 Section 7 - conferences, seminars, training, tours, reimbursement Finance Manual should address clothing & shoe reimbursement. New Chapter 9, Section 10 – County Funded Clothing and Footwear Multiple sections Library The Library expressed concerns about the authority of the Library Board Chapter 1, Subsection 2.09 was amended to clarify that law controls where it conflicts with the Policy Manual. Library Board can adopt and Policy Manual covering library employees. 1 1.01 Land Use Section C. in the Mission Statement of the old handbook was not in the new draft. The new draft lists the correct Mission Statement as adopted by County Board resolution 2010-08. 1 2.05 SWCD Question re: language .. consent of the County Administrator or designee(s): No change. Handled appropriately by HR Dept. Page 53 of 166 EMPLOYEE AND ADMINISTRATIVE POLICY MANUAL – SUMMARY OF COMMENTS page 2 of 8 Chap. Section Dept(s) Comments –(Summary) How Item Addressed or Comment 1 2.07 SWCD Question re: language: .. to the Human Resources Department: Shouldn't HR director provide the written consent? No change. 1 5 County Brd. Missing verbiage to address an employee not getting results and being able to move up the command. Typically there is an entry for this option. There is something under bullying on p58 Chapter 1, Section 5 (Chain of Command), Subsection 5.03: amended to allow an employee to refer matters requiring attention to Human Resources or Corporation Counsel if the employee feels uncomfortable or believes it inappropriate to report the matter to their supervisor. 1 5.01 County Brd. Format seems to require a semicolon instead of a comma after 'designee' Semicolon added 1 5.03 SWCD What if employees have the issue with next higher authority? Chapter 1, Section 5 (Chain of Command), Subsection 5.03: amended to allow an employee to refer matters requiring attention to Human Resources or Corporation Counsel if the employee feels uncomfortable or believes it inappropriate to report the matter to their supervisor. 1 5.04 HHS Meeting Attendance: Can staff attend committee meetings on work time, or only if asked/told to attend? Amended as follows: If no directive to attend from supervisor, an employee must use approved PTO to attend committee or board meetings in person. If an employee can remotely listen and remain fully productive, they may listen to County Board and their department’s oversight committee meetings. 1 5.05 SWCD Under Directives/Requests, suggestion about adding additional wording in the examples. Will change to remove language “…from any individual citizen, business representative or elected or appointed official” – the first sentence is sufficient. 2 1.03 County Brd. 12 months is NOT introductory, I see no reason for more than 6 months other than for the Highway Dept road crew for obvious reasons. Policy Decision 2 1.03 County Brd. 4th line, replace "at any time" with "during this period". OTHERWISE this could imply total employment window. Corrected 2 1.01/1.02 Library PT staff categorization for library staff Leave as is – covers Library part-time staff. 2 1.03 HHS LUS SWCD Concerns with the change to 1-year introductory period and unintended consequences Applies only to newly hired employees Amended Policy Manual to allow for telework after 3 months, not after the 1-year introductory period. 2 2.01 a) County Brd. Where is the review process that use to include the Cty Board? Job Descriptions are not approved by County Board. 2 2.05 HHS Reallocation – Does this go to a consultant? Whether to use a consultant for reclassification/reallocation is in the discretion of the County. No change. 2 2.05 b), d) County Brd. Use of 'may', wasn't the rule - shall be?? And in (d) it is 'shall' Reorganized subsection 2.05 2 2.05 e), f) County Brd. why aren't these under 1 (e) Reorganized subsection 2.05 2.05 g), h) County Brd. why aren't these under 1 (f) Reorganized subsection 2.05 2 2.06 a), b) and c) SWCD What does County refer to - County Board or whom? County, as an organization. Leave as is 2 3.03 HR Request for clarification whether existing staff are required to use PTO when participating in an interview as an internal candidate. Amended to clarify that internal applicants are not required to use PTO to attend interviews by the County. 2 5.01 County Brd. What is the County’s right to prevent an employee from being used as a reference? Employment relationship. An employer may prevent an employee from acting on behalf of the employer. 2 5 County Brd. '- for me, all of Section 5 should be removed. Policy decision 2 5.01 & 5.02 HHS LUS SWCD Questions related to Employee References Personal ok. See section 5.02 No changes to this section. If employees have questions, please ask HR. Page 54 of 166 EMPLOYEE AND ADMINISTRATIVE POLICY MANUAL – SUMMARY OF COMMENTS page 3 of 8 Chap. Section Dept(s) Comments –(Summary) How Item Addressed or Comment 2 7.01 County Brd. Why is 'or designee' here? Or should it be replaced with Supervisor? Adds flexibility for Department Head to designate a person other than the employee’s supervisor. 2 8.03 County Brd. shouldn't the annually now include January for reg and Feb for DHs? Desire to not specify, so the Policy Manual does not need to change if the review date changes. 2 8.03 County Brd. Why BOLD 'not automatic or guaranteed'? Removed bold from text. 2 8.03 County Brd. seems the word 'shall' is missing Added “shall”. 2 8.04 County Brd. seems the word 'the' is missing Not sure where the word “the” is missing. 2 9.01 SWCD Question: Unless approved PTO? The Fair Labor Standards Act requires that employees be paid for work performed. 2 9.01 County Brd. Why wouldn't the County allow an employee to work for free in a service type related to their employment? A park employee can't volunteer to clean a park on their own time? The Fair Labor Standards Act requires that employees be paid for work performed. 2 11.01 County Brd. Too wordy Subsection made more concise without losing meaning 2 11.02 County Brd. I don't feel that the renewal is needed. If their job performance didn't fall, why should the Cty care? Desired to monitor the status of outside employment. No change made. 2 11.03 b) County Brd. Why is this underlined? Removed underlined language. 2 11.03 b) County Brd. What is a 'leave of absence'? Subsection amended to define “leave of absence”. 2 11.04 County Brd. Must add a note that the conflict to be documented. The focus on an employee handbook is to regulate the conduct of employees, not the employer. 2 11.04 SWCD When there is reference to County, does this mean County Board, Admin. Committee, HR or Administrator? County as an Organization. No change. 1 13.01 County Brd. Is this saying spouses can't work 1st shift; one in the government center and another in the Justice center? Subsection amended to allow for employees with family or intimate relationships to work for the County in circumstances that do not present a substantial risk of concern. 2 13.01 & 13.03 SWCD Question regarding shift: Is a work day a shift. Work Day is not a Shift. No change. 2 13.03 HHS Relationships – what if they are not forthright? If they are not forthright, they violated policy. 2 14.01 County Brd. No definition of ‘in good standing’ For purposes of this subsection, resigning or retiring in good standing means providing the proper advance notice. This meaning is clear from the context of the subsection. There are many other ways to resign or retire without good standing, but they are not applicable here. No change needed. 2 14.01 HHS Question: Is nonpayment for limited resignation letter legal? Yes, but limited to accrued paid leave earned after date Policy Manual is adopted. 2 14.01 County Brd. Replace 'will' with 'shall' in several locations but not all. Removed “will” when subsection amended. 2 14.01 SWCD Have a definition of non-exempt – hourly paid/mush clock in and out No change – “non-exempt” is the term commonly used to describe an employee to whom the overtime requirements of the Fair Labor Standards Act apply to. 2 14.02 County Brd. Why isn't "before such resignation or retirement will be effective." in like in 14.01 Removed when subsection was amended. 2 14.01, 14.02, 14.05, 14.08, 14.09 LUS, TS SWCD County Brd. There were concerns and comments regarding the change to a 20 business day notice when leaving employment These subsections have been amended to require all employees (exempt and non-exempt) to provide 10 business days’ notice before the effective date of resignation or retirement in order to receive a payout of paid accrued leave. The 10 business day period does not include days in Page 55 of 166 EMPLOYEE AND ADMINISTRATIVE POLICY MANUAL – SUMMARY OF COMMENTS page 4 of 8 Chap. Section Dept(s) Comments –(Summary) How Item Addressed or Comment which accrued time off is taken, unless approval is received from Human Resources. 2 14.03, 14.04 County Brd. Example consistency Not sure what this means – No Change 2 14.05, 14.06 County Brd. Doesn’t make sense Not sure how it does not make sense – No Change 2 14.09 County Brd. Remove disciplinary termination. This could be abused by disreputable DHs. I have seen where this was how the vindictive supervisor took revenge. Policy Decision 2 14.10 County Brd. It looks like this is the only place 'Department' is used. Is it intended to be Dept Head? Removed reference to “Department”. 2 14.10 SWCD Question re: if injuries or health wasn’t communicated because employee couldn’t The language does say ‘may’. No change. 2 15.02 SWCD Concern re: language for Layoff/Reduction in Workforce Legal authority. No change. 2 16.03 c) 4) County Brd. last section of last sentence is not required and leads to an implication that is not needed. Last sentence amended – complies with legal authority 2 16.05 County Brd. This is the 1st time 'applicant' is used. In the entire section. Removed reference to applicant. 2 17.05 County Brd. Why is the wording underlined??? Underlined to draw attention to that portion of the subsection. The underline could be removed, but it would take away from the subsection. 2 17 HHS Question re: vehicle use for employees who live out of county Amended to allow a Department Head to approve reimbursement for personal vehicle use when a County vehicle is appropriate, if circumstances warrant such approval. 2 17 SWCD Does Vehicle Use Policy include family members Subsection 17.02 addresses who may be a passenger in a County vehicle. Only authorized drivers may drive a County vehicle. 3 1.01 SWCD Question is this should list all paid leave types (Admin. leave for example) This subsection references time guaranteed to an employee under a pertinent employment policy or agreement. Admin. Leave is addressed by policy – see Policy Manual section 4.04 of Chapter 5. - No change 3 1.03-1.06 County Brd. Should be all under a 1.03 as a AWS section. NOT more bullets under 1 Section 1 reorganized. 3 1.04-1.05 County Brd. .05 should be before .04 Section 1 reorganized 3 1.04 b) SWCD What does County refer to? County as an organization . No change 3 1.05 a) SWCD Question if other Alternate Work Schedules should be allowed. There is flexibility. No Change. 3 1.05 b) SWCD HHS LUS Concerns with Flexible time limits and requirements. (i.e. making it up within same workweek) No Change – Overtime Issues. The Fair Labor Standards Act requires that overtime be paid to non-exempt employee that work over a set number of hours in a given period (typically 40 hours in one week). Allowing employees to flex time to another work week may require the payment of overtime. 3 1.05 b) and 1.06 f) County Brd. Question the word 'policy'? This wording implies the actual policy when I think the intent is an employee's request. All of the policy can be replaced at any time. Section 1 reorganized. The only remaining reference to “policy” is to policies that allow an employee to take time off of work, such as PTO. This is a proper use of the term “policy”. 3 1.06 b) County Brd. why is there a dual approval/denial? The DH/CA and again the HR The check by Human Resources is to assure the DH is granting the modified work schedule according to County policy. 3 1.06 f) County Brd. what is the point of this section? The main wording is quite vague and this is not needed. Provides flexibility outside the strict letter of the policy if the situation warrants. 3 2.03 County Brd. why restate the lunch 30 minutes? Instead state no unpaid lunch on the short days. They are after all the TRUE exception. To clarify that employees are to take a ½ hour unpaid lunch, not an unpaid lunch of the employee’s desired duration. 3 2.03 d) 2) County Brd. What does 'Up to' mean in this context? Removed “up to” from subsection as it is not integral language. Highway employees receive a paid 15 lunch break. Because the break is paid, Page 56 of 166 EMPLOYEE AND ADMINISTRATIVE POLICY MANUAL – SUMMARY OF COMMENTS page 5 of 8 Chap. Section Dept(s) Comments –(Summary) How Item Addressed or Comment employees are not required to use all 15 minutes… which is the reason why “up to” was included. 3 2.03 d) 3) County Brd. uses the word 'management' In this context management refers to an employee’s superior (supervisor, Department Head, County Administrator). Each department may handle overtime approval differently and we don’t want to change a department’s current practice. 3 2.03 d) 4)i, ii County Brd. Replace A with Their. Unless the intent was to be any scheduled work shift. Change made. 3 2.03 d) 4)i, ii County Brd. Reword both to read consistent with each other. Existing wording is clear. 3 3.01 County Brd. Why are hours listed in multiple locations? This section addresses building hours. Other section address work hours. 3 3.01 d) SWCD Questioned that building still open after 11:00 on Fridays. No change 3 4 HHS Telecommuting questions Subsection amended to allow telecommuting after 3 months of employment. (Removed requirement that an employee complete their 1 year introductory period before being eligible to telecommute.) 3 4.04 County Brd. Since all the other 'annually' entry includes Jan 1st, why not here? Telecommuting agreements are commonly reviewed during the employee’s annual evaluation, which does not occur on January 1 st. 3 4.08 HHS Question if we have the discrepancy to provide equipment to staff for Telecommuting work. No, no change. 3 4.10 County Brd. Here Hourly is written out. Removed reference to “hourly” and left “non-exempt” 4 1 and 2 County Brd. Why Checks? Since it is electronic. This subsection references paychecks, which can be deposited electronically. 4 3.01 County Brd. How long has the terminated required notice been there? Notice prior to resignation/retirement is a new provision. 4 3.01 LUS Questions & concerns regarding Payout Upon Termination Language added that involuntary termination does not include termination due to reduction in workforce/layoff or other non-disciplinary reasons. 5 4.02 e) Treasurer Concern re: paid time off policies, specifically for newly hired employees. This subsection was amended so new employees receive the same total PTO in the first year as the currently policy provides, even though they receive 40 hours up front. To accomplish this, the new employee accrues a smaller amount of PTO each pay period during the first year. 4 4.03 County Brd. "non-exempt" or "exempt" - 1. Why quote marked and not capitalized. The quotation marks have been removed. The Policy manual does not capitalize the terms, so to be consistent, they were not capitalized here. 4 4.03 County Brd. What happens to "compensatory time off" hours when fired? As written(upon separation from employment.) it can not be forfeited. The Fair Labor Standards Act requires that compensatory time off be paid upon separation from employment. It cannot be forfeited. 4 4.03 a) 2) HHS Question is there is a place that references comp time in lieu of OT pay? Compensatory time was addressed in the first draft of the Policy Manual, but we received multiple comments asking if it was covered. The section addressing compensatory time was moved and made its own section in the hopes of making the provision easier to find. 4 4.03 a) 3) County Brd. Why doesn't this state using of the digital clock system? The method of recording time differs among departments and positions. 4 4.03 b) 1) SWCD Question: Why not add commonly referred to as Administrative Time off? In most circumstances it will be Administrative Time, but to provide flexibility it is not advised to state it will always be Administrative Time - No change 4 4.05 SWCD Question: Is aging of compensation plan the same as a COLA? It is the same. No change. 4 4.06 County Brd. Should "two full time" read "Up to two full time"?? Subsection amended. 4 4.06 after e) County Brd. What's with the "See Highway Employee Handbook for Special Pay." The Highway Department has a handbook unique to that department 4 5.01 HHS Clarification – exempt employees don’t get paid for travel No change – it is ok as is. 4 5.01 County Brd. Out of town format inconsistency Corrected. Page 57 of 166 EMPLOYEE AND ADMINISTRATIVE POLICY MANUAL – SUMMARY OF COMMENTS page 6 of 8 Chap. Section Dept(s) Comments –(Summary) How Item Addressed or Comment 5 7.02 b) and 7.02 b) 1) County Brd. Inconsistent wording of the same thing. Corrected. 5 7.02 c) County Brd. Washington Island – Does this mean an employee that lives on WI could get paid for meals even if the event is on the Island? Yes. If an event takes place on Washington Island where employees receive a paid meal, an employee residing on Washington Island will not be excluded because they live on the Island. 5 7.02 g) County Brd. Why the italized words? Removed italics 5 7.02 g) 2 County Brd. Auto should be Automobile or Vehicle Changed to Automobile. 5 7.03 County Brd. Why 'Involved' in wording? Amended to reference the “employee’s Department Head”. 5 7.03 County Brd. The last sentence makes NO sense. By default this is the case. Even though it is common sense that an employee may be discharged for falsifying a reimbursement, it is beneficial to provide the consequence in the Policy Manual. 5 7.03 County Brd. Why constantly include "conferences, seminars, training, tours," For clarity 5 7.04 c) County Brd Who submits? I changed the subsection to require the employee to submit the paperwork. 5 7.04 d) County Brd. "not involving overnight travel" implies IRS only wants if not overnight? Sentence at issue deleted. Taxable reimbursements will be reflected on the Employee’s W-2. 4 8.01 LUS Suggestion to replace the word “may” with “shall”. The County should be permitted to decide if it funds an employee’s membership in an organization. No change. 4 9.02 County Brd. No reference to CEU classes? If the cert is required for the position, typically the CEU classes are paid by employer. Subsection amended to include mandatory continuing education. 4 9 HHS Appreciate the ability to pay for this new change New employee PTO Banks – ditto Class reimbursement – ditto Comment only – no action needed 4 9.01-9.02 LUS Suggestion to replace the word “may” with “shall”. The County should retain discretion. No change. 4 10.01 a) SWCD Question on when Years of Service award are paid out (if someone leaves after hitting a milestone, but before it is paid out, do they lost it? Shouldn’t. This provision retains current practice. Years of Service Awards are paid at the end of the fiscal year. 4 10.01 b) HR SWCD Retirement plaque or gift certificate. Gift certificate approx. value of plaque. Option that either would be presented to employee at County Board. This provision has been amended to offer employees who retire with 20+ years of service (15 + for protective service) the choice of a recognition plaque or a gift certificate of approximately equal value. Employees are offered the option of presentation at County Board. 4 11.01 County Brd. The entire section doesn't follow the others format. Reads more like a CB resolution. Amended to a format similar to other sections. 4 11.01 County Brd. Cty officials and employees is repetitive Amended to clarify “elected officials” and employees. 4 11.01 SWCD Question re: raffle ticket paid for by employee. Amended to allow an employee who pays the full cost of entry into a raffle (50/50 raffle) to keep the prize won. 5 2 County Brd. Ultimately, I don't understand the need for section 2 since this is repeated in Section 5 on Page 38 Section 2 deals with all unscheduled absences, where section 5 pertains specifically to absences due to illness. There is some repetition. A note was added to section 2 to see section 5 for unscheduled absences due to illness. 5 2.01 County Brd. format consistency - supervisory instead of Dept Head or Supervisor. Provision modified. 5 2.02 County Brd. Poorly written. Reworded. 5 3.01 County Brd. Picture for official days NOT simple characters Not sure what this comment means. 5 3.01 County Brd. What are 'Communications staff' Employees of the Communications Department Page 58 of 166 EMPLOYEE AND ADMINISTRATIVE POLICY MANUAL – SUMMARY OF COMMENTS page 7 of 8 Chap. Section Dept(s) Comments –(Summary) How Item Addressed or Comment 5 3.01 County Brd. The last sentence makes no sense For employees that work in excess of 8-hour days, time needs to be made up for taking a holiday off (time off for a holiday is 8 hours). Department heads also need to approve personal holiday time off 5 4.02 g) LUS Recommend allowing transfer of PTO by and between employees Policy Decision - No change 5 4.02 g) County Brd. Why not allowed, even for extreme situations like extended medical leave. This is common in many companies. Policy Decision – No Change 5 4.02 HHS SWCD Comment re: calculation of PTO for previous employee’s years of service. Also comment re: front loading of PTO for new staff. No change. Determined by H.R. 5 4.04 County Brd. It looks like Admin Leave is still a potential option for new employees? To me this doesn't make sense given it started as a long time ago and was to be canceled once those employees retire. Yes, it is still allowed in the County’s discretion. 5 4.05 HHS Re: unpaid leave for qualified FMLA. No change. Employee can take unpaid & can accrue time. 5 4.05 County Brd. Inconsistent working around PTO Policy Decision 5 4.07 County Brd. The whole last sentence is incoherent. Not sure how the last sentence in incoherent – No change 5 4.07 HHS SWCD Comment re: no bereavement leave. Family listing does not show Mother/Father-in-law At the time of change from sick and vacation to PTO, the decision was made to not offer bereavement leave. Mother/Father-in-law was added to the definition of family for purposes of EUSL use for bereavement purposes. 5 4.08 b) LUS Questions & concerns regarding Payout Upon Termination Language added that involuntary termination does not include termination due to reduction in workforce/layoff or other non-disciplinary reasons. 5 5 County Brd. See notes under Chapter 5, Section 2. Section 2 should be removed since all is addressed under Section 5 Having both could cause confusion since a DH and Employee may not read both after finding 1. Section 2 deals with all unscheduled absences, where section 5 pertains specifically to absences due to illness. There is some repetition. There is some repetition. A note was added to section 2 to see section 5 for unscheduled absences due to illness. 5 5.01 a) SWCD Questioned 5 day requirement for medical/dental appointments Amended to ask employees to strive to give 5 working days’ notice of absences due the medical or dental appointments. If 5 working days’ notice is not possible, employees should provide as much notice as possible. 5 5.01 b) f) HHS Extended leave – Requiring someone to dip into ESLU after 3 days seems harsh No change. Policy was not changed from current policy. 5 4.07 HHS Comment: Consider 3 days of bereavement before staff have to use PTO No change. Decision to not offer bereavement leave was made at time sick/vacation was changed to PTO. 5 5.03 HHS Clarifying: going to funeral while on unpaid leave 5.03 will be removed – provision is unnecessary. 5 6 HHS Consider letting staff not exhaust their paid time off. No change. The County may require employees to substitute paid leave for FMLA. 5 6.05 f) HHS Question: can we consider intermittent leave? No change. Existing policy does not permit employees to take non- continuous leave for the birth or placement of a child for adoption or foster. 5 6.05 County Brd. At 1st use of 'Wisconsin' add abbreviation and then use that abbreviation. Sooooo - Wisconsin(State) Wisconsin remains spelled out. Short for the Wisconsin Family and Medical Leave Act is WFMLA, not WI FMLA. WFMLA is too close to FMLA and is not desired to prevent confusion. Page 59 of 166 EMPLOYEE AND ADMINISTRATIVE POLICY MANUAL – SUMMARY OF COMMENTS page 8 of 8 Chap. Section Dept(s) Comments –(Summary) How Item Addressed or Comment 5 6.07 a) County Brd. The following isn't used anywhere else for similar intent - , up to and including discharge for the first offense. BESIDES if not discharged for the 1st, you can't do so in subsequent issues. Provision amended to remove “for the first offense”. 5 9.01 HHS Jury Pay question / compared to bereavement No change; employees turn in Jury Pay received. 6 8.01 (c) HHS The front loading of 40 hours for new staff is an excellent idea. Same with the tuition assistance. Comment only – no action needed 7 1.03 SWCD Still believe all doors shall be locked when all COUNTY offices are closed (i.e. Friday after 11) No change needed to Policy Manual. Safety suggestion. 7 7.01 SWCD Comment that FSA should have to abide by the same rules / doors locked during the times building is closed for business No change needed to Policy Manual. Safety suggestion. 7 5.01 HHS Comment: No motorcycle? Just mean. No change. 7 8.03 a) SWCD Comment: “Vacation” not the right word “Vacation” to be removed. 7 8 Admin. Review Polk County Weather Policy Leave as is… No change. 7 8.02 HHS Emergency leave – question work from home option. No change. (Previously made change from completion of introductory period, to 3 months of employment.) 8 3.01 LUS Question re: does this provision prevent employees from contacting a county official to discuss employee related items/proposals Situation dependent. 8 4.02 Comm. Door County Communications sent copy of their department Dress Code. Section (b) allows more restrictive guidelines by departments, but requires that they first be approved by that department’s oversight committee. 8 4.02 a) 10) LUS HHS Question re: Hiking Boots on the ‘Avoid’ list Strike (hiking boots will be allowed). 8 8.08 a)2) i) HHS Questions re: progressive discipline; mentioned but not spelled out. The Policy Manual does not mandate progressive discipline and an impartial hearing officer may not hold the County’s decision to not implement progressive discipline against the County. Disciplinary action chosen by the County may involve varying degrees of action up to and including immediate termination. Repeated infractions of even minor offenses can result in increasingly severe disciplinary actions. The County reserves the right to take any such disciplinary action it considers appropriate. See Chapter 8, Section 7.04 9 1.10 and 8.01 Facilities & Parks Sale of Obsolete Equipment process….. Pg 76 and 79 This policy seems to read in conflict with the powers and duties of CB Subunits (4-15-25) Amended policy in an attempt to more closely reflect current practice. 9 3.01 d) HHS Question re: reference to contracts only signed by County Administrator. No change. This section is only for Building, Remodeling, etc. 10 6.03 HHS F&P Personal Cell Phone / SMARSH questions No change needed. Alternative options will be investigated. 10 6.03 c) SWCD Concern with taking photos with personal smartphone in field. Does this apply. Yes, use a department camera. Page 60 of 166 EMPLOYEE AND ADMINISTRATIVE POLICY MANUAL –COMMENT SUBMISSION SHEET SUMMARY ROUND 2 page 1 of 3 Chap. Section Dept(s) Comment – (Summary) How Item Addressed or Comments Register of Deeds Where do we look for policies that we don’t see in the manual? For example when a new mother comes back from FMLA; nursing, flexing time? No matter how hard we try, the Policy Manual will never address every matter that may come up. When the Policy Manual is silent on a topic, the law and/or County discretion will apply. 2 2.02 Health & Human Services (HHS) Filling vacancies – seems like an overbuilt process that has the capacity to take weeks. Times of transition are always very stressful on teams so knowing quickly if and when a position will be filled is optimal. No change needed. Position posted right away, but no hire made until Administrative Committee approval of the position. 3 1.04 3 Health & Human Services (HHS) 9/80 Work schedule states – Nine 9 hour days and one 8 hour day over two weeks. It does not speak to a day off every other week and it should state there are 8- 9 hour work days and one 8 hour work day. (Michelle’s note: With one scheduled day off every other week) Provision amended as requested. 3 1.04(a)(2) Health & Human Services (HHS) Currently, staff can start an alternative work schedule starting their first day of employment. I would like for this detail to continue moving forward to allow Door County to remain competitive obtaining good qualified employees. Revised to require employees to maintain a satisfactory performance record in order to remain eligible for an alternative work schedule. This change maintains the intent of the provision, but allows new employees to qualify for an alternative work schedule. 3 1.04(b) Health & Human Services (HHS) Flex Time – if flex time is accumulated due to mandated services on a Thursday or a Friday, it would not be able to be flexed within that same week. So staff should be able to use flex time in another week. Also, 2 hours is often not enough of a cap. This should be heightened to 4 hours max and reflected in their shared Outlook Calendar. Allowing employees to flex time across workweeks presents FLSA overtime concerns (hours in excess of 40 in one week). A two hour cap on time that can be flexed is a policy decision. If too high, it will be difficult to make up in a single workweek. 4 ? Health & Human Services (HHS) Staff should be required to keep a regularly scheduled telecommuting agreement in which they work from home on a consistent day(s). Any exception to an employee’s work from home day must be pre-approved by the employee’s direct supervisor. Exceptions can be made for weather or other unforeseen circumstances. Shared Outlook Calendars shall be updated accordingly. Policy Decision 4 .06(b) Health & Human Services (HHS) 40 hours of accrued comp per year is not enough. Staff who are able to accrue comp time meet this very quickly. This should be no more than 40 at any given time but can accrue unlimited comp time in a given year, the employee would just need to use it once they reach 40 to be able to accrue more. Policy Decision – Additional time off could lead other employees to incur overtime to fill in… compounding the cost to the County. 4 Health & Human Services (HHS) Switching telecommuting days should be allowed on a case by case basis, by an employee’s supervisor. The recent snow emergency perfectly illustrates the problem with the current system. Door County says they value work/life balance, but forcing an employee, who wants to work, to use PTO instead of simply switching telework days is inefficient. This is a quick win for the County, and costs zero dollars. Also, think of the lost productivity when staff are not allowed to switch a telework day. Policy Decision 4 5.01 Travel time Communications Center Time spent traveling that keeps an employee away from home overnight is work time when it cuts across the employee’s workday, only if the employee is the driver of an automobile to the out-of-town location. This statement is really not fair when you look at the next statement If you are requiring (see below) carpooling all employees should get paid for that travel time After reading this about a million times…I guess my question is…is this meant for the instance that you go to a conference, your husband comes with you (just because), you take your own car and the husband is your chauffeur? If so, it should read differently… Revised to treat time spent in travel as work time. Page 61 of 166 EMPLOYEE AND ADMINISTRATIVE POLICY MANUAL –COMMENT SUBMISSION SHEET SUMMARY ROUND 2 page 2 of 3 Chap. Section Dept(s) Comment – (Summary) How Item Addressed or Comments Maybe take out the word driver and add something about being with other County employees? 4 7.02 Reimbursement For Expenses Communications Center Employees who travel for County business are required to carpool whenever possible and practical. Only the driver is eligible to be reimbursed for mileage. I understand the mileage portion, but not getting paid travel time because you are a passenger? So, if 3 employees were going to the same conference and wanted to get paid for travel time outside of normal work hours, they have to drive separately? Concern corrected with amendment to Chapter 4, Section 5.01 (see immediately above). 5 3.01 Health & Human Services (HHS) MLK day is recognized by many counties around the state as a paid day off. Having this as a paid holiday would be a great way to celebrate the great work of MLK. Policy Decision. The County currently has a floating holiday to use at the employee’s discretion. 5 4 Register of Deeds In what increment of time PTO can be taken. We have always understood that PTO must be taken in 30 minute increments (practice for most is 15 min.) Revised to specify a minimum 15 minute PTO use increment. 5 4.02 B) 911 Dispatchers: 1947 annual hours considered full time = 37 1/2 hours per week. Hours Days Weeks Hours Days Weeks Hours 0 – 0.99 3.94 13 2.6 102 18 3.6 142 Just verifying that this PTO change would be for any new employees starting after the EAPM is approved and implemented? The reduced year one PTO accrual only applies to employees hired after adoption of the Handbook. 5 4.02 f) Admin & HR f) Total PTO Accrual. PTO used in any calendar year shall not exceed one and one-half (1½) times the maximum annual accrual. Include a disclaimer/exception to max. re: using PTO/EUSL during FMLA Provision amended as requested. 5 4.0 Health & Human Services (HHS) New idea: The County should offer some form of extra PTO (paternity leave) to be used after an employee returns to work after birth/adoption. This incentives people to not drain their banks and quit after a lengthy FMLA stint and supports new parents as they transition back to working full time. Something like an extra 40 hours to be used within 6 months of returning back to work full time. Policy Decision 5 4.05 Health & Human Services (HHS) PTO – staff should not have to use all of the PTO bank when on maternity/paternity leave. Staff need to have some remaining flexibility to attend appointments after the birth throughout the rest of the year. Policy Decision 5 4.07 Health & Human Services (HHS) Bereavement leave – The county should adopt the same definition of “family” to include “like-kin” like the state does – see 48.02(12c) for definition of like-lin. Like- Kin should qualify as family and thusly be covered under bereavement leave. Policy Decision – This change would make the provision difficult to regulate, as a “like-kin” relationship is subjective to the employee (“significant emotional relationship”… “that is similar to a familial relationship”). Like-kin could include a friend, neighbor… It would be uncomfortable and difficult to dispute an employee’s “like-kin” relationship claim in the context of a death. 6 8.01 Health & Human Services (HHS) Tuition Assistance Program – This is a great addition but I feel this program would be more effective if it was $1,000/semester and $2,000/year. Policy Decision 7 8.03 Health & Human Services (HHS) Many staff commute into Door County and should be able to work from home during inclement weather with the approval of their supervisor unless work duties prohibit such flexibility. Policy Decision 9 1.01; 2.01; 2.02; 2.03; 3.05 Corp. Counsel 2025 Wis. Act 188 increased the public works notice and bidding thresholds. Provision revised to reflect new threshold. 9 1.10 Finance Does not address whether employee can purchase old equipment; maybe add a reference in Section 8 – “Sale of Items on Internet Auction Site” that employees cannot purchase otherwise obsolete or unused equipment outright. Revised to only allow the purchase of County equipment or supplies when the method of sale provides the general public with an equal opportunity to purchase the same item on the same terms. Page 62 of 166 EMPLOYEE AND ADMINISTRATIVE POLICY MANUAL –COMMENT SUBMISSION SHEET SUMMARY ROUND 2 page 3 of 3 Chap. Section Dept(s) Comment – (Summary) How Item Addressed or Comments 9 5.01 Finance The word “appliable” should be “applicable”. Corrected. 9 6.01 Finance In sentence 3, the word “an” should be replaced with “and”. “…the County Board shall be provided notice of and approve any donation…” Corrected. 9 7.03 Corp. Counsel Need to amend ability of Finance Committee to approve non-budgeted fund transfers to match potential County Board Rule change. Revised provision to match potential County Board Rule change. 9 10.02 Finance In the first sentence, the word “approved” should be “approval” from the department’s oversight committee. Corrected. Page 63 of 166 COVER Page 64 of 166 [FEBRUARY 2026] D OOR C O U N T Y E M P L O Y E E A N D A D M I N I S T R A T I V E P O L I C Y M A N U A L PAGE: 1 Table of Contents Table of Contents TABLE OF CONTENTS ............................................................................................................................................................... 1 CHAPTER ONE – INTRODUCTION ............................................................................................................................................. 4 SECTION 1 – MISSION ................................................................................................................................................................. 4 SECTION 2 – INTENT & SCOPE ..................................................................................................................................................... 4 SECTION 3 – AT-WILL EMPLOYMENT .......................................................................................................................................... 5 SECTION 4 – WORK RULES .......................................................................................................................................................... 5 SECTION 5 – CHAIN OF COMMAND ............................................................................................................................................ 5 CHAPTER TWO – EMPLOYMENT POLICIES ................................................................................................................................ 8 SECTION 1 – POSITION CLASSIFICATION ..................................................................................................................................... 8 SECTION 2 – POSITION CONTROL ............................................................................................................................................... 8 SECTION 3 – EMPLOYEE SELECTION PROCESS .......................................................................................................................... 11 SECTION 4 – PRE-EMPLOYMENT TESTING, FUNCTIONAL CAPACITY TESTING & BACKGROUND CHECKS ................................. 11 SECTION 5 – EMPLOYEE REFERENCES ....................................................................................................................................... 11 SECTION 6 – PERSONNEL RECORDS .......................................................................................................................................... 12 SECTION 7 – REPORTING TO WORK .......................................................................................................................................... 12 SECTION 8 – PERFORMANCE AND SALARY REVIEW PROCESS .................................................................................................. 12 SECTION 9 – EMPLOYEES AS VOLUNTEERS ............................................................................................................................... 13 SECTION 10 – DUAL COUNTY EMPLOYMENT ............................................................................................................................ 13 SECTION 11 – OUTSIDE EMPLOYMENT ..................................................................................................................................... 13 SECTION 12 – CONFLICT OF INTEREST ...................................................................................................................................... 14 SECTION 13 – NEPOTISM & FRATERNIZATION .......................................................................................................................... 14 SECTION 14 – SEPARATION NOTICE & PROCEDURE.................................................................................................................. 15 SECTION 15 – REDUCTIONS IN THE WORKFORCE ..................................................................................................................... 16 SECTION 16 – ADA ACCOMMODATIONS .................................................................................................................................. 16 SECTION 17 – VEHICLE USE POLICY ........................................................................................................................................... 17 CHAPTER THREE – HOURS & SCHEDULES ................................................................................................................................21 SECTION 1 – WORK SCHEDULES................................................................................................................................................ 21 SECTION 2 – WORKING HOURS ................................................................................................................................................. 23 SECTION 3 – BUILDING HOURS OF OPERATION ........................................................................................................................ 25 SECTION 4 – TELECOMMUTING ................................................................................................................................................ 26 CHAPTER FOUR – EMPLOYEE COMPENSATION .......................................................................................................................29 SECTION 1 – PAYCHECKS ........................................................................................................................................................... 29 SECTION 2 – TIME AND PAY ...................................................................................................................................................... 29 SECTION 3 – PAY-OUT UPON TERMINATION ............................................................................................................................ 29 SECTION 4 – SALARIES AND WAGES ......................................................................................................................................... 29 SECTION 5 – TRAVEL TIME ........................................................................................................................................................ 33 SECTION 6 – WORK PERFORMED OUTSIDE THE COUNTY WORKPLACE .................................................................................... 33 SECTION 7 – CONFERENCES, SEMINARS, TRAINING, TOURS - REIMBURSEMENT ..................................................................... 33 SECTION 8 – MEMBERSHIP IN STATE OR NATIONAL ORGANIZATIONS ..................................................................................... 35 SECTION 9 – PROFESSIONAL LICENSURE AND CERTIFICATION FEES ......................................................................................... 35 SECTION 10 – EMPLOYEE RECOGNITION .................................................................................................................................. 36 SECTION 11 – GIFTS AND GRATUITIES ...................................................................................................................................... 36 CHAPTER FIVE – TIME OFF / LEAVES OF ABSENCE ...................................................................................................................38 SECTION 1 – ATTENDANCE........................................................................................................................................................ 38 SECTION 2 – UNSCHEDULED ABSENCES .................................................................................................................................... 38 SECTION 3 – HOLIDAYS ............................................................................................................................................................. 38 SECTION 4 – PAID TIME OFF (PTO) & EARNED UNUSED SICK LEAVE (EUSL) POLICIES .............................................................. 39 SECTION 5 – LEAVES OF ABSENCE ............................................................................................................................................. 41 SECTION 6 – FAMILY MEDICAL LEAVE ACT (FMLA) ................................................................................................................... 42 SECTION 7 – PERSONAL LEAVE ................................................................................................................................................. 48 SECTION 8 – MILITARY LEAVE ................................................................................................................................................... 49 SECTION 9 – JURY DUTY LEAVE ................................................................................................................................................. 49 SECTION 10 – SUBPOENA LEAVE ............................................................................................................................................... 49 SECTION 11 – BONE MARROW AND ORGAN DONATION ......................................................................................................... 50 Page 65 of 166 [FEBRUARY 2026] D OOR C O U N T Y E M P L O Y E E A N D A D M I N I S T R A T I V E P O L I C Y M A N U A L PAGE: 2 CHAPTER SIX – EMPLOYEE BENEFITS .......................................................................................................................................52 SECTION 1 – BENEFITS ELIGIBILITY ............................................................................................................................................ 52 SECTION 2 – BENEFIT PLAN DOCUMENT CONTROL .................................................................................................................. 52 SECTION 3 –INSURANCE ........................................................................................................................................................... 52 SECTION 4 – WISCONSIN RETIREMENT SYSTEM (WRS) ............................................................................................................ 54 SECTION 5 – DEFERRED COMPENSATION ................................................................................................................................. 54 SECTION 6 – FLEXIBLE SPENDING ACCOUNT ............................................................................................................................. 54 SECTION 7 – TUITION ASSISTANCE PROGRAM.......................................................................................................................... 55 SECTION 8 – WELLNESS ROOM ................................................................................................................................................. 57 SECTION 9 – EMPLOYEE ASSISTANCE PROGRAM ...................................................................................................................... 57 SECTION 10 – UNEMPLOYMENT INSURANCE ........................................................................................................................... 57 CHAPTER SEVEN – EMPLOYMENT SAFETY ...............................................................................................................................58 SECTION 1 – SAFETY AND SECURITY ......................................................................................................................................... 58 SECTION 2 – NOTICE OF INJURY ................................................................................................................................................ 58 SECTION 3 – WORKER’S COMPENSATION ................................................................................................................................. 58 SECTION 4 – BUILDING SECURITY ............................................................................................................................................. 59 SECTION 5 – MOTORCYCLE/MOPED ......................................................................................................................................... 59 SECTION 6 – DRUG, ALCOHOL, TOBACCO, VAPING, AND SMOKE FREE WORKPLACE ............................................................... 59 SECTION 7 – BULLYING AND WORKPLACE VIOLENCE POLICY ................................................................................................... 60 SECTION 8 – EMERGENCY LEAVE / INCLEMENT WEATHER POLICY .......................................................................................... 61 SECTION 9 – OTHER EMERGENCIES .......................................................................................................................................... 62 CHAPTER EIGHT – EMPLOYEE CONDUCT / GRIEVANCE............................................................................................................63 SECTION 1 – PERFORMANCE MANAGEMENT ........................................................................................................................... 63 SECTION 2 – GENERAL .............................................................................................................................................................. 63 SECTION 3 – ETHICAL PRINCIPLES ............................................................................................................................................. 63 SECTION 4 – PERSONAL APPEARANCE ...................................................................................................................................... 64 SECTION 5 – USE OF COUNTY PROPERTY .................................................................................................................................. 65 SECTION 6 – CONFIDENTIALITY ................................................................................................................................................. 65 SECTION 7 – EMPLOYEE CONDUCT, DISCIPLINE, AND DISCHARGE ........................................................................................... 65 SECTION 8 – EMPLOYEE GRIEVANCE PROCEDURE .................................................................................................................... 68 CHAPTER NINE – BUDGETING / PURCHASING .........................................................................................................................77 SECTION 1 – PURCHASING POLICY ............................................................................................................................................ 77 SECTION 2 – PUBLIC WORK ....................................................................................................................................................... 80 SECTION 3 – BID PROCEDURES ................................................................................................................................................. 81 SECTION 4 – ACCOUNTS PAYABLE CHECKS ............................................................................................................................... 82 SECTION 5 – INVENTORY ........................................................................................................................................................... 82 SECTION 6 – POLICY ON GIFTS, GRANTS AND DONATIONS ...................................................................................................... 82 SECTION 7 – POLICY ON BUDGETS ............................................................................................................................................ 82 SECTION 8 – SALE OF ITEMS ON INTERNET AUCTION SITE ....................................................................................................... 83 SECTION 9 – EMPLOYEE CELEBRATIONS/EVENTS/DECORATIONS ............................................................................................ 84 SECTION 10 – COUNTY FUNDED CLOTHING AND FOOTWEAR .................................................................................................. 84 CHAPTER TEN – TECHNOLOGY & EQUIPMENT ........................................................................................................................86 SECTION 1 – PURPOSE .............................................................................................................................................................. 86 SECTION 2 – SOFTWARE ........................................................................................................................................................... 87 SECTION 3 – NETWORK / EMAIL / INTERNET ............................................................................................................................ 88 SECTION 4 – SECURITY AWARENESS PROGRAM ....................................................................................................................... 89 SECTION 5 – MOBILE DEVICES .................................................................................................................................................. 89 SECTION 6 – SMARTPHONE/BRING YOUR OWN DEVICE (BYOD) .............................................................................................. 91 SECTION 7 – GENERATIVE ARTIFICIAL INTELLIGENCE (AI) ......................................................................................................... 92 SECTION 8 – USE OF CAMERA ENABLED DEVICES ..................................................................................................................... 94 SECTION 9 – REMOTE ACCESS ................................................................................................................................................... 94 SECTION 10 – HELPDESK ........................................................................................................................................................... 94 SECTION 11 – NEW EQUIPMENT OR SOFTWARE ...................................................................................................................... 95 CHAPTER ELEVEN –ANTI-HARASSMENT, DISCRIMINATION AND RETALIATION POLICY ............................................................96 SECTION 1 – STATEMENT OF POLICY ........................................................................................................................................ 96 SECTION 2 – REPORTING AND COMPLAINT PROCEDURE ......................................................................................................... 98 Page 66 of 166 [FEBRUARY 2026] D OOR C O U N T Y E M P L O Y E E A N D A D M I N I S T R A T I V E P O L I C Y M A N U A L PAGE: 3 Page 67 of 166 [FEBRUARY 2026] D OOR C O U N T Y E M P L O Y E E A N D A D M I N I S T R A T I V E P O L I C Y M A N U A L PAGE: 4 Chapter One – Introduction SECTION 1 – MISSION 1.01 Mission. To protect the people, economic vitality, and environment of Door County and enable its people to build productive communities, families, and lives. Deliver all County services and programs in a respectful, professional manner and manage operations consistent with available human, natural, and fiscal resources. 1.02 Vision. We envision a Door County government (“County”) that people feel has helped make the County a better place to live. Door County government strives to be the leader in developing partnerships with private and community organizations to deliver the programs and services people call for. We are a government that listens to its people, promotes a diverse and vital economy, values fiscal responsibility, and enhances the natural and aesthetic qualities that have for so long made Door County a premier place to live, work, and visit. 1.03 Core Values. a) Respect. Treat all people as you would like to be treated, responsiveness to people, be user- friendly. b) Integrity. Ensure public trust through honesty, fairness, consistency, and follow-through. c) Openness & Accessibility. People should feel they can approach and communicate freely with their County government. d) Fiscal Responsibility. Accountability for the proper and efficient use of public funds and resources. 1.04 Strategic Priorities. a) Promote a diverse and growing economy producing high- quality jobs. b) Exercise sound financial management and build the County’s fiscal strength while minimizing the property tax burden. c) Protect Door County’s natural resources, especially water quality. d) Plan and manage land use in Door County to promote responsible development and to preserve our natural and aesthetic strengths. e) Respond effectively to issues in Door County arising as our population ages and manages difficult economic times. SECTION 2 – INTENT & SCOPE 2.01 Intent. It is the intent of the Door County Board of Supervisors (“County Board”) to establish a uniform Door County Employee and General Administrative Policy Manual (“Manual”). The rules, regulations, and policies shall apply to all employees of the County. 2.02 No Contract Intended. This Manual is not intended to, and does not create a contract of employment, a guarantee of employment, or a guarantee of any other benefits or rights. 2.03 Non-Discrimination. It is the intent that employment practices and policies within the County conform to the provisions of law relating to non-discrimination in employment. Department Heads and supervisors are expected to follow State and Federal employment laws in all hiring and employment practices in their Departments. Employment notices required by law to be posted are located at each of the County’s official worksites. 2.04 Application of Manual to Represented Employees. Whenever there is a conflict between this Manual and any valid collective bargaining agreement, the provisions of the collective Page 68 of 166 [FEBRUARY 2026] D OOR C O U N T Y E M P L O Y E E A N D A D M I N I S T R A T I V E P O L I C Y M A N U A L PAGE: 5 bargaining agreement will govern, but only to the extent the collective bargaining agreement complies with Federal and State laws and only with respect to the employees included in the bargaining unit. 2.05 Amendments. The County reserves the right to change the Manual, at any time, with or without notice, in its discretion. No Department Head or supervisor has authority to create a contract or agreement contrary to the foregoing. Further, no Department Head or supervisor has the authority to modify, amend, or alter the terms of this Manual without the written consent of the County Administrator or designee(s). In order to provide effective and efficient administration of County government, the County Administrator may make exceptions to the Manual on a case- by-case basis. 2.06 Review & Acknowledgement. Employees shall sign the acknowledgement form indicating they have reviewed this Manual and return the form to the Human Resources Department to be placed in the employee’s personnel file. 2.07 Questions Regarding Application/Interpretation. All employee questions regarding the application or interpretation of this Manual should be directed to the Human Resources Department. 2.08 Interpretation. The provisions of this Manual shall be interpreted, when possible, to sustain their legality and enforceability as a whole. In the event any provision of this Manual is held invalid, illegal, or unenforceable by a court of competent jurisdiction, in whole or in part, neither the validity of the remaining part of such provision nor the validity of any other provision of this Manual shall be in any way affected thereby. References to statutes and codes herein are as currently enacted and as hereafter revised or superseded from time to time. 2.09 Application of Other State and Federal Laws. The County intends to comply with all Federal and State laws and regulations, to the extent that they apply and the County is required to comply with the same. To the extent any provision of this Manual conflicts with any such law or regulation, the requirements of such law or regulation shall supersede and control. The County will interpret and apply this Manual in a manner that ensures compliance with all applicable Federal and State laws and regulations of mandatory application. SECTION 3 – AT-WILL EMPLOYMENT 3.01 At-Will Employment. Wisconsin is considered an at-will state for purposes of employment. This means that unless an employee is entitled to a level of job protection by statute, ordinance, contract, or written agreement with the County, employment with the County is voluntarily entered into, and the employee is free to terminate their employment at-will at any time, with or without cause. Similarly, the County may terminate the employment relationship at-will at any time, with or without notice or cause. SECTION 4 – WORK RULES 4.01 Work Rules. Departments may develop work rules specific to their operations and/or Department in a manner consistent with this Manual, State and Federal regulations, and any County resolutions or ordinances. All such work rules that pertain to matters of wages, benefits, hours of work, or conditions of employment, shall be reviewed with the Human Resources Department prior to implementation. SECTION 5 – CHAIN OF COMMAND 5.01 Chain of Command. In order to provide effective services, the County depends on an effective chain of command. While the establishment of policy in the County resides by law with the Page 69 of 166 [FEBRUARY 2026] D OOR C O U N T Y E M P L O Y E E A N D A D M I N I S T R A T I V E P O L I C Y M A N U A L PAGE: 6 County Board, or its designee; the County Administrator, as the chief administrative officer of the County, is the primary professional advisor to the County and head of its management team. Department Heads, and those supervisors subordinate to the Department Heads, are part of the management team, and the Department Heads report to the County Administrator. This chain of command represents a means of establishing orderly lines of organization and communication as management personnel coordinate to promote effective services for the community. 5.02 County Administrator. The County Administrator is responsible for the development, supervision, and operation of the County, its Departments, its employees, and its facilities, and is given the latitude to determine the best method of implementing the policy decisions of the County Board. Employees have the obligation to facilitate the professional advisement of the County through the chain of command. 5.03 Matters Requiring Administrative Attention. All staff members, including supervisors, shall be responsible to their respective Department Head, who shall be responsible to the County Administrator. Employees shall refer matters requiring administrative attention to their supervisor, who shall refer such matters to the next higher authority, when necessary, and through the County Administrator and, if applicable, to the County Board. If an employee, for any reason, feels uncomfortable or believes it inappropriate to report such matters to their supervisor, the employee may report the matter directly to the Human Resources Department or the Corporation Counsel. Each employee is to keep the person that the employee reports to informed of the employee's activities by whatever means the supervisor deems appropriate. If an employee has any questions, opinions, or suggestions about the information contained in this Manual or about any other aspect of their job, then those questions, opinions, or suggestions must be directed through the chain of command. 5.04 Meeting Attendance. The County Administrator, Department Heads, and employees, as directed by their immediate supervisor, shall attend meetings of the County Board and of the Oversight Committee having policy making responsibilities over their Department, when feasible. For situations where there is no directive from an immediate supervisor: a) Employees must use PTO to attend meetings of a committee, commission, or board in person. b) Employees may remotely listen to meetings of the County Board and their Department’s oversight committee (via Zoom) without using PTO, if the Employee can remain fully productive without diminished ability to perform their work duties while listening. 5.05 Directives/Requests. Any employees who receive directives or requests, to which they are not otherwise authorized to respond, from any individual citizen, business representative or elected or appointed official are to immediately report such directive or request to the employee's supervisor. No such specific directives or requests from such persons are to be fulfilled unless permission to do so is given by the employee's supervisor. Chapter Revisions Resolution or Approval Description of Change Page 70 of 166 [FEBRUARY 2026] D OOR C O U N T Y E M P L O Y E E A N D A D M I N I S T R A T I V E P O L I C Y M A N U A L PAGE: 7 Page 71 of 166 [FEBRUARY 2026] D OOR C O U N T Y E M P L O Y E E A N D A D M I N I S T R A T I V E P O L I C Y M A N U A L PAGE: 8 Chapter Two – Employment Policies SECTION 1 – POSITION CLASSIFICATION 1.01 Regular Employment Status. Regular employee status is assigned by the County to both full- time and part-time positions that are expected to remain employed by the County on a regular, ongoing basis as long as the work is required or necessary, the individual employee(s) performs satisfactorily, and the financial status of the County and/or the Department supports the continuing existence of the position. a) Full Time. Defined as forty (40) hours per week. b) Part Time. Defined in three (3) separate ways: those employees working thirty (30) to thirty- nine (39) hours per week; those working twenty-four (24) to twenty-nine (29) hours per week; and those working under twenty-four (24) hours per week. 1.02 Non-Regular Employee Status. a) Casual. Employees typically employed on an intermittent, or sporadic basis, subject to call, with limited expectation of a regular work schedule. b) Intern. Employees hired to work in the capacity of a training position for an accredited educational institution. An intern typically receives credit or formal recognition from the educational institution for the work performed and may also receive compensation for the services provided to the County. c) Limited-Term Employee. Employees hired to work on a temporary basis due to unforeseen circumstances and/or needs of the Department. d) Defined-Term Employee. Employees hired in instances where the position has some sort of condition such as a time limitation or funding contingency. Dependent upon the funding source and/or program requirements, a defined-term employee’s employment may exceed the restrictions established for other limited-term employees (e.g., regular work schedule, benefits eligibility, etc.). e) Seasonal. Employees hired to perform seasonal work for a specified time period. Employment terminates at the end of the season, or whenever the need no longer exists, whichever comes first. These employees may be called back in subsequent seasons. 1.03 Introductory Status. a) The introductory period for employees is twelve (12) months. The introductory period is a continuation of the employment selection process and is a time in which the employee should demonstrate that they are suited for the position. The introductory period is not a guarantee of employment. If, during the introductory period, the Department Head concludes at any time that an employee is not suited for their position, the employee may be terminated, or they may continue in an extended introductory period, if requested by the Department Head and approved by the Human Resources Department. If, during the introductory period, the County Administrator concludes at any time that a Department Head is not suited for their position, the Department Head may be terminated, or they may continue in an extended introductoryion period. b) The introductory period ends successfully when the County Administrator, Department Head, or supervisor, evaluates the employee in writing and authorizes their classification as a "regular" employee, but in no case sooner than the initial applicable introductory period. SECTION 2 – POSITION CONTROL 2.01 Job Description. Each position shall have a written job description, which provides a non- exhaustive list of job duties and is compliant with all legal requirements. Page 72 of 166 [FEBRUARY 2026] D OOR C O U N T Y E M P L O Y E E A N D A D M I N I S T R A T I V E P O L I C Y M A N U A L PAGE: 9 a) All job descriptions shall be approved by the Department Head and the Human Resources Department. 2.02 Filling Vacancies. Nothing contained in this policy shall be construed to require the County Administrator or any Department to fill all positions allocated by the County Board. If it is determined that a vacancy exists, then the request to fill such vacancy shall proceed as follows: a) Department Head. The Department Head must complete the Request to Refill Form, update the existing (or create a new) job description, and then submit to the Human Resources Department. b) Finance Department. Finance will prepare a fiscal impact statement and provide it to the Human Resources Department. c) Human Resources. The Human Resources Department shall review the request to refill the vacancy with the Department Head and County Administrator. If approved to fill or refill, the Human Resources Department shall place the position on the Personnel Transaction Report to the Administrative Committee. d) Administrative Committee.: The Department Head, Human Resources Department, and County Administrator will present the Personnel Transaction Report to seek approval. If approved, the position may be filled or refilled. If denied, the position will be reviewed to determine if it should be modified or removed from the table of organization. e) Department Heads. The County Administrator will appoint and supervise the Heads of all Departments as set forth in Sec. 59.18(2)(b), Wis. Stats. Any appointment by the County Administrator requires the approval of the County Board unless the County Board, by ordinance, elects to waive confirmation or unless the appointment is made under a civil service system competitive examination procedure established under Sec. 59.52(8) or Ch. 63, Wis. Stats. f) Interim Appointments. A temporary assignment for at least two (2) weeks’ duration requires approval by the County Administrator with communication to the County Board. The Human Resources Department shall recommend to the County Administrator the appropriate rate of pay for the temporary assignment. 2.03 Temporary Increase in Part-Time Hours. In certain circumstances, the hours of existing part- time employees may be increased in lieu of other limited-term employment options. If the assignment is expected to last longer than two (2) weeks, the part-time employee’s pro-ration may be modified for the duration of this temporary assignment and shall receive all benefits at the higher pro-ration during the temporary assignment. 2.04 Non-Regular Employee Position Authorizations. The County Administrator may authorize an increase/decrease of non-regular employee positions provided there are funds available. 2.05 Reclassification / Reallocation – New Positions a) Purpose. To outline standard criteria and procedures for submitting and reviewing requests for reclassification, reallocation, or creation of new positions. b) General. The Human Resources Department and the County Administrator are jointly responsible for determining job classifications for all positions, with input from the department head. When necessary, an external consulting firm may be engaged to evaluate and recommend appropriate pay grades. c)b) Requests for reclassification, reallocation, or new positions may be submitted during the budget process, as determined by Human Resources and/or the County Administrator. d)c) Definitions. Page 73 of 166 [FEBRUARY 2026] D OOR C O U N T Y E M P L O Y E E A N D A D M I N I S T R A T I V E P O L I C Y M A N U A L PAGE: 10 1. Reclassification. An adjustment to the classification of a position based on substantial and permanent changes in the duties and responsibilities, aligning the position with a different classification level. 2. Reallocation. A change to the pay range assigned to a classification based on market value or internal equity adjustments. This does not involve a significant change to the duties or responsibilities of the classification. e)d) Position Approvals. New positions or permanent increases in part-time allocations to full- time status shall be approved through the budget process and shall be presented to the County Board in the form of a resolution. However, when the County Administrator determines that an unbudgeted position is necessary outside of the budget process, and will create a budget increase in the current year, a resolution for the unbudgeted position shall be approved by the Administrative Committee in conjunction with the Finance Committee, and a two-thirds (2/3rds) vote of the full County Board. All position resolutions shall have an approved position description attached to them and shall contain the following information: 1) Position title; 2) Proposed classification; 3) Effective date; 4) Rationale for the position which includes the identification of the State or Federal mandates that may have caused the need; 5) Description of how the position fits into the long-range and strategic plans of the Department and/or County salary, fringe benefit and other related costs. f)e) Reclassification Process 1) Classification is determined based on the majority (51% or more) of duties and responsibilities assigned to the position—not on the employee’s performance, seniority, training, or education. 2) Requests for reclassification must show that: • New duties occupy a substantial portion of the employee’s time, • The change is permanent and occurred within the last 12 months, • The position better aligns with a different classification level. 3) Steps to Request Reclassification: i) The Department Head must: • Submit a written request detailing the justification for reclassification; • Submit an updated draft job description reflecting current duties. ii) Requests will be reviewed jointly by the Human Resources Department and the County Administrator. iii) Approved reclassifications will take effect no earlier than January 1 of the following year as part of the annual budget. g)f) Reallocation Process 1) Reallocation may be considered if: • Market value for the classification has changed, • There is a significant internal equity concern, • Budgetary funds are available. 2) Factors not considered include volume of work, length of service, or the incumbent’s individual performance or qualifications. 2) 3) Steps to Request Reallocation: i) Departments must submit an analysis of fiscal impact. ii) The Human Resources Department and the County Administrator will review and develop a joint recommendation for the Finance/Administrative Committee. Page 74 of 166 [FEBRUARY 2026] D OOR C O U N T Y E M P L O Y E E A N D A D M I N I S T R A T I V E P O L I C Y M A N U A L PAGE: 11 iii) If approved by the governing committees and the County Board certifies the availability of funds, the reallocation will become effective on January 1 of the following year. 2.06 Reduction of Hours, Combination and Elimination of Positions. a) Reduction of hours. The County may, in its sole discretion, temporarily or permanently reduce the hours of any position. b) Combining. Two or more positions may, at the County's sole discretion, be combined into one. c) Elimination. The County may, in its sole discretion, eliminate any position. SECTION 3 – EMPLOYEE SELECTION PROCESS 3.01 The County seeks to recruit and hire the best-quality and qualified candidates who fit the needs and culture of the County. At the direction of the Human Resources Department, the County may use hiring, interview, and screening processes designed to fulfill this objective. All recruitment and hiring, including the hiring of interns and temporary staff, will be done in coordination with the Human Resources Department. 3.02 Recruitment and selection will be conducted in a manner to ensure competition, provide equal employment opportunity, and prohibit illegal discrimination. 3.03 Internal Applicants. When an employee applies for a position internally, the employee is recommended to notify their current supervisor prior to interviewing for the position. a) Hiring supervisors will not contact the supervisor of the internal applicant , to discuss the internal applicant, until after the interview and only if the applicant is being further considered for the position. a)b) Internal applicants will not be required to use paid time off (PTO) to attend interviews. Any required testing must be conducted outside of working hours or during PTO. 3.04 Unpaid Interns. Individuals who wish to volunteer for the purposes of educational or professional interest as part of a formal or informal education program will be considered an unpaid intern and an employment relationship will not exist under the Fair Labor Standards Act (“Act”), and the Act’s minimum wage and overtime provisions do not apply to the unpaid intern. Further, the individual is not eligible for any County benefits. The use of unpaid interns will be done in coordination with the Human Resources Department. SECTION 4 – PRE-EMPLOYMENT TESTING, FUNCTIONAL CAPACITY TESTING & BACKGROUND CHECKS 4.01 Pre-Employment or Post-Offer. Background and reference-checking, screening, testing, examination, and/or other investigation shall be conducted as deemed necessary and in accordance with State and Federal law. 4.02 Physical Examination and Functional Capacity Examination upon Hire/Transfer. New employees and employees transferring or promoted to different jobs with new physical requirements may be required to take a Physical Examination and/or a Functional Capacity Examination after a conditional offer of employment is made. The Human Resources Department establishes the list of positions where examinations are required and the type of exams required. The County pays for the examination and determines where the exam is given. Information given to the examining physician(s)/provider(s) by the employee must be accurate and complete. Examination results are placed in the employee’s medical file and remain confidential as required by State and Federal privacy laws. SECTION 5 – EMPLOYEE REFERENCES 5.01 Official Reference Checks. Unless delegated by the Human Resources Department, no County employee will, on behalf of the County, reply to a reference check request from a potential Page 75 of 166 [FEBRUARY 2026] D OOR C O U N T Y E M P L O Y E E A N D A D M I N I S T R A T I V E P O L I C Y M A N U A L PAGE: 12 employer inquiring about the employee’s work performance or specific service to the County. Requests for reference checks should be forwarded to the Human Resources Department and include an authorization from the employee for the release of the requested information. In the event a reference check is not accompanied by an employee release, the Human Resources Department will only provide the dates of employment, position held, annual salary, and job location. 5.02 Personal References. Employees may serve as “personal references” which is construed to mean references that do not speak to the candidate’s work performance or specific service to the County, but rather the candidate’s personal characteristics, educational background, and personal dealings with the referring employee. The referring employee assumes all liability for the content of the personal reference. SECTION 6 – PERSONNEL RECORDS 6.01 An employee may, consistent with § 103.13 Wis. Stats., inspect and obtain a copy, or designate a person to inspect and obtain a copy, of her or his personnel records. 6.02 If an employee disagrees with any information contained in their personnel records, the County and employee may agree to correct or remove the information. If agreement cannot be reached, the employee may submit a written statement explaining his or her position. The County will attach this statement to the disputed item, and release it whenever that disputed item is released to a third party. SECTION 7 – REPORTING TO WORK 7.01 Worksite. As a condition of employment, and at the discretion of the County, certain employees may be required to report to more than one worksite at the direction of the Department Head or designee. 7.02 Mileage/Travel Time. Normal travel from home to work and return at the end of the workday is not work time and an employee may not claim mileage or be paid travel time. This is true whether the employee starts and/or ends their workday at a fixed location or differing locations, such as work sites. SECTION 8 – PERFORMANCE AND SALARY REVIEW PROCESS 8.01 Purpose. To provide a consistent and objective framework for evaluating employee performance and to support informed decisions regarding salary increases, merit payments, adjustments, promotions, and employee development. 8.02 Objectives of the Performance Appraisal Process a) Clarify performance expectations and responsibilities. b) Offer employees feedback, direction, and development opportunities. c) Support department heads in achieving organizational and departmental goals. d) Provide a fair and consistent basis for base rate compensation decisions. e) Identify employees who demonstrate potential for growth or advancement. 8.03 Performance Review Schedule. Performance reviews are conducted annually. Salary increases are not automatic or guaranteed and are determined based on: a) The employee’s performance review, b) Recommendations from the Department Head, c) Available funding and overall County budget considerations. If awarded, salary increases shall align with the approved merit budget and reflect individual performance and salary positioning. 8.04 Performance Reviews and Salary Increases. Department Heads are responsible for conducting fair and timely evaluations of employee performance. Page 76 of 166 [FEBRUARY 2026] D OOR C O U N T Y E M P L O Y E E A N D A D M I N I S T R A T I V E P O L I C Y M A N U A L PAGE: 13 Key considerations for salary increase: a) Performance reviews do not automatically result in a salary increase. b) Salary increases are based on the overall rating, current pay relative to responsibilities, and available budget. c) Salary decisions must be grounded in documented performance and guided by County pay philosophy. 8.05 Responsibilities and Process a) The Human R esources Department provides standardized evaluation forms and salary planning tools within the Human Resource Information System (HRIS). b) Supervisors conduct and document evaluations, meet with employees to review performance, and define goals for the upcoming period. c) Employees review and sign the evaluation to acknowledge discussion (not necessarily agreement). d) Department Heads complete the salary planning worksheet, seek necessary approvals, and submit to Human Resources. Important: No salary increase or adjustment should be communicated to the employee until all required approvals have been obtained from: 1) The employee’s Department Head 2) The Human Resources Department The Human Resources Department will review all salary adjustment requests to ensure compliance with County policies and equity standards. Final evaluations will be retained in the employee’s personnel file. 8.06 Promotions and Role Changes a) To support growth and excellence across the or ganization, the County may periodically evaluate employee performance and potential through performance reviews or other methods. b) Based on organizational needs and individual contributions, the County may adjust an employee’s role, including opportunities for promotion or changes in responsibilities. c) Employees may be considered for promotion when they consistently demonstrate strong leadership, collaboration, and other qualities that align with the County’s goals and values. d) In some cases, an employee’s role may be adjusted if additional support or development is needed to meet evolving expectations or standards. When possible, the County will work with the employee to identify training or resources to support continued success. SECTION 9 – EMPLOYEES AS VOLUNTEERS 9.01 An employee may not volunteer for the County when the volunteer duties involve the same type of service, which the individual is employed to perform for the County. All volunteer service provided by an employee of the County will be performed outside of the normal hours of work of the employee. SECTION 10 – DUAL COUNTY EMPLOYMENT 10.01 Employees may not hold more than one position with the employer. The County may, in its sole discretion, make exceptions. Any such exception must be made in advance and be in writing approved by the Human Resources Department. SECTION 11 – OUTSIDE EMPLOYMENT 11.01 Policy. Employees may hold outside jobs if they continue to meet the County’s performance standards and the outside work does not conflict with their County duties. An employee is held to the same performance expectations and scheduling requirements, whether or not they have outside employment. Employees may hold outside jobs as long as they meet the performance Page 77 of 166 [FEBRUARY 2026] D OOR C O U N T Y E M P L O Y E E A N D A D M I N I S T R A T I V E P O L I C Y M A N U A L PAGE: 14 standards of their job with the County, and provided that the outside employment does not conflict with their County employment. All employees will be judged by the same performance standards and will be subject to the County’s scheduling demands, regardless of existing outside work requirements. 11.02 Notification/Approval. All employees must notify their Department Head, on the County’s Outside Employment Form, of their desire to seek outside employment. The Department Head’s permission must be obtained, as evidenced by a signed form, submitted to the Human Resources Department, before the employee may begin to work at the outside employment. This form must be completed and approved prior to the start of outside employment and by January 1st of every year thereafter. 11.03 Problems with Outside Employment. If the County determines that an employee’s outside work interferes with performance or the ability to meet the requirements of the County as they are modified from time to time, the employee may be asked to terminate the outside employment, if they wish to remain with the County. Employees are not allowed to conduct business related to outside employment while on County paid time, nor is an employee permitted to use County equipment or supplies in the performance of outside employment duties. a) While on off-duty status, no employee will be considered to be in employed status without specific supervisory authority. b) Unless authorized by the Human Resources Department, e mployees are prohibited from working at an outside job while on a leave of absence from the County . For purposes of this subsection, “leave of absence” means any approved period of time during which an employee is relieved of their job duties and is not performing work for the County, excluding approved PTO/vacation/holiday, compensatory time, administrative leave, military leave, any other leave where the law requires the employee be permitted to work an outside job. (other than approved PTO/vacation). 11.04 Conflicts of Interest Prohibited. Outside employment, which constitutes a conflict of interest, is prohibited. Employees may not receive any income or material gain from individuals outside the organization for materials produced or services rendered while performing their jobs as County employees. Determining whether or not such outside employment constitutes a conflict of interest will be left to the sole discretion of the County. SECTION 12 – CONFLICT OF INTEREST 12.01 Conflict of Interest. A conflict of interest is a situation whereby an employee’s outside activities or interests could negatively affect the County. Employees must avoid placing themselves in a position where her or his private activities or interests’ conflict with performance of their work duties. 12.02 County Property. Employees shall not use the County’s resources (e.g., property or funds) or their position for personal gain or for the personal gain of a member of their immediate family. 12.03 Ethics. Employees are expected to familiarize themselves with and must adhere to the code of ethics for public employees set forth in §§19.41, .42, .46 & .59, Wis. Stats., and Door County’s Ethical Principles. See the Rules of Order Governing the Door County Board of Supervisors for Door County’s Ethical Principles. SECTION 13 – NEPOTISM & FRATERNIZATION 13.01 Restricted Employment. The County restricts employment of close relatives and, employees who are dating or otherwise involved in an intimate relationship from working in the same department work unit or similar close working situation. This policy does not prevent such employees from working in the same department work unit if they work shifts that do not overlap, provided no potential conflict of interest, favoritism, or similar concern exists. The purpose of this subsection is to prevent the appearance of favoritism and support a harassment- free workplace. within the same Department, shift and/or work unit. Compliance with this policy Page 78 of 166 [FEBRUARY 2026] D OOR C O U N T Y E M P L O Y E E A N D A D M I N I S T R A T I V E P O L I C Y M A N U A L PAGE: 15 is intended to prevent the perception of favoritism among employees and promote a harassment-free working environment. 13.02 Nepotism. No two (2) members of an immediate family or intimate relationship will be employed, promoted, or transferred to any Department, division, or work unit when as a result they would be directly supervising or receiving direct supervision from the other, unless written approval is received from the Human Resources Department. a) When evaluating these requests, the Human Resources Department may consider work location, shift, the Department in which the individual would work, the number of available qualified applicants, and whether normal recruitment and selection procedures have been followed, to ensure that all applicants have had an equal opportunity to apply for the position. 13.03 Notification Required of New Relationship. In the event a relationship develops between a supervisor and an employee under their supervision, the management employee is responsible for bringing the matter to the attention of their immediate supervisor. In the event a relationship develops between employees in a Department, shift, and/or work unit, it is the responsibility of the employees for bringing the matter to the attention of their immediate supervisor. 13.04 Possible Resolutions. Resolution of any problems that arise may include, but is not limited to, termination of employment for one or both employees, or transfer of either employee to another Department, unit or shift. It is management’s sole discretion regarding which employee(s) is separated, retained or transferred, depending upon the needs of the County upon final approval of the County Administrator. SECTION 14 – SEPARATION NOTICE & PROCEDURE 14.01 Notice for Non-Exempt Positionsof Resignation or Retirement. Non-exempt eEmployees wishing who wish to resign or retire in good standing must timely provide a will give written separation notice to their Department Head (or to the County Administrator if the employee is a Department Head), with a copy to the Human Resources Department. This notice must be submitted at least ten (10) business days before the effective date of the resignation or retirement., not less than ten (10) business days before such resignation or retirement will be effective. Failure to provide proper notice will result in forfeiting payment of earned and accrued leave, if applicable and to the extent allowed by law. 14.02 Notice for Exempt Positions. Exempt employees wishing to resign or retire in good standing will give twenty (20) business days’ notice of their resignation or retirement. Department Heads will resign or retire in writing to the County Administrator, with a copy to the Human Resources Department. All other exempt employees will resign or retire in writing to their Department Head, with a copy to the Human Resources Department. Failure to provide proper notice will result in forfeiting payment of earned and accrued leave, if applicable, to the extent allowed by law. 14.0302 Procedure – Employee. The employee must: a) The written separation notice shall indicate the employee’sSubmit, in writing, a letter indicating intent to resign or retire and the employee’s resignation or retirement with name, current address, position held, and the last day of work; b) All County property must be returned to the Department and/ or the Human Resources Department on or before the last day of County employment, e.g., keys, tools, uniforms, badges, etc. 14.0403 Procedure – Employer. Once the Human Resources Department receives the separation notice, the Human Resources Department will confirm receipt of separation and will provide the following: a) Confirm the effective date of the separation; Page 79 of 166 [FEBRUARY 2026] D OOR C O U N T Y E M P L O Y E E A N D A D M I N I S T R A T I V E P O L I C Y M A N U A L PAGE: 16 b) Summarize the benefits and/or pay the employee will receive, if any. For retiring employees, they should contact the Department of Employee Trust Funds six (6) to twelve (12) months, but not less than ninety (90) days, prior to their last day of work to obtain information regarding retirement options available. c) Remind the employee of their obligation to return all of the County’s property, including mobile phones, computers, access cards and keys, identification cards, and records; d) Advise the employee that all personal belongings are to be removed from the workplace; and e) Provide the employee with the opportunity to complete an Exit Interview. 14.0504 Accrued Time Off During Notice Period. Unless prefor unavoidable circumstances, or where approval is obtained from the Human Resources Department, such noticethe ten (10) business day notice period will be exclusivedoes not include of any day on which accrued paidaccrued time off time off is taken. 14.0605 Last Day of Work. Unless otherwise required by law, an employee may not extend their last day of employment with the use of leave. 14.0706 All Resignations Final. All resignations are final unless reversed by the Department Head and the County Administrator. 14.0807 Shorter Notice. Shorter notice may be accepted if agreed to by the employee, Department Head and the County Administrator. 14.0908 Forfeiture of Leave Payout. Failure to provide proper timely notice of resignation or retirement, disciplinary termination of employment, or separation from employment within an introductory period, will result in forfeiting payment of earned and accrued leave, if applicable, to the extent allowed by law. 14.1009 Job Abandonment. Unauthorized absence of an employee for three (3) consecutive workdays may be considered by the Department as a resignation of such employee. 14.1110 Death of Employee. In the case of death of an employee to whom wages and/or leave are due, the full amount of the wages and/or leave due shall be paid by the County to the employee’s estate. SECTION 15 – REDUCTIONS IN THE WORKFORCE 15.01 Layoff/Reduction in Workforce. Reductions in the workforce may occur through layoffs or furloughs, in addition to attrition or position elimination or modification. The County will determine the Departments, number of positions, and persons impacted by any reduction in workforce. a) In the event of a reduction in workforce through layoff or furlough, affected employees will be laid off or furloughed, at the County Administrator’s discretion, based on skills, abilities, qualifications, and the interests and needs of the County. The County m ay choose to solicit volunteers for the reduction in workforce. SECTION 16 – ADA ACCOMMODATIONS 16.01 Purpose. To provide equal employment opportunities to all qualified individuals, including those with disabilities. 16.02 Policy. The County’s policy is to fully comply with the reasonable accommodation requirements of the Americans with Disabilities Act and the Wisconsin Fair Employment Act. a) The County will process requests for reasonable accommodation and, where appropriate, provide reasonable accommodations in a prompt, fair, and efficient manner. b) The Human Resources Department is responsible for implementing this policy, including resolution of reasonable accommodation, safety, and undue hardship issues. Page 80 of 166 [FEBRUARY 2026] D OOR C O U N T Y E M P L O Y E E A N D A D M I N I S T R A T I V E P O L I C Y M A N U A L PAGE: 17 16.03 Procedure. Requests for Reasonable Accommodation. a) The employee will inform his or her supervisor of the need for an accommodation either orally or in writing. b) The supervisor shall immediately notify the Department Head and the Human Resources Department of the request for accommodation. 1) To enable County to keep accurate records regarding requests for accommodation, employees seeking a reasonable accommodation must follow up an oral request by documenting the request in writing and submitting it to the Human Resources Department. c) When a qualified individual with a disability has requested an accommodation, the Human Resources Department, will, in consultation with the individual: 1) Discuss the purpose and essential functions of the particular job involved. Completion of a step-by-step job analysis may be necessary. 2) Determine the precise job-related limitation. 3) Identify the potential accommodations and assess the effectiveness each would have in allowing the individual to perform the essential functions of the job. 4) Select and implement the accommodation that is the most appropriate for both the individual and the County. While an individual’s preference will be given consideration, the County is free to choose among equallyan effective effective accommodationsalternative accommodation and may choose the one that is less expensive or easier to provide. d) The Human Resources Department will work with the employee to obtain technical assistance, as needed. e) The Human Resources Department will provide a decision to the employee within a reasonable amount of time. f) If an accommodation cannot overcome the existing barriers or if the accommodation would cause an undue hardship on the operation of the County, the employee and the Human Resources Department will work together to determine whether reassignment may be an appropriate accommodation. 16.04 Medical Documentation. The Human Resources Department may request medical documentation of the individual’s functional limitations to support the request. Any medical documentation must be collected and maintained on separate forms, and in separate, locked files. 16.05 Appeals. a) Employees who are dissatisfied with the decision(s) pertaining to their accommodation request may file an appeal with th e County Administrator, within ten (10) business days, for a final decision. b) If the individual believes the decision is based on discriminatory and/or retaliatory reasons, then he or she may file a complaint internally through the County Administrator. SECTION 17 – VEHICLE USE POLICY 17.01 Permissible Uses. The County permits authorized individuals to drive vehicles owned, leased, or rented by the County ("County Vehicle") for County business purposes or other authorized services. Personal use of a County Vehicle is not permitted. Employee use of a County Vehicle is encouraged for all County business purposes. Employee use of a personal vehicle for County business purposes, when a County Vehicle was available, may result in non-payment of a voucher for personal mileage. An employee’s Department Head may approve reimbursement for the use of a personal vehicle for County business, even when a County Vehicle is available, if circumstances warrant such approval. Page 81 of 166 [FEBRUARY 2026] D OOR C O U N T Y E M P L O Y E E A N D A D M I N I S T R A T I V E P O L I C Y M A N U A L PAGE: 18 17.02 Authorized Drivers and Passengers. Only authorized individuals can drive County Vehicles. Individuals are authorized to drive County Vehicles by the Human Resources Department or a contracted entity as authorized by the County. Individuals permitted to drive County Vehicles must have a valid driver's license with appropriate endorsement. In the event that an authorized individual's driver's license is suspended or revoked, that individual must notify the Human Resources Department as soon as possible. In addition, consistent with relevant background check laws, the County reserves the right to evaluate the driving record of all authorized individuals and revoke driving privileges as necessary. The County may revoke an individual’s privilege to operate a County Vehicle at any time, with or without cause, and without prior notice. Transportation of passengers in County Vehicles is authorized for County business purposes and authorized services, but the number of passengers cannot exceed the number of passenger seats available. To the extent that a child will be traveling in a County Vehicle, child safety seats must be installed and used as required by applicable law. 17.03 County Vehicle Reservations. Reservations are to be made by the intended user(s) through the County Clerk's Office. a) The County intends to honor original reservations, but reserves the right to cancel a reservation in its discretion. b) Out-of-County travel takes precedence over in-County travel (a requestor of a vehicle for in- County travel may get bumped for an out-of-County request) c) Vehicle keys are to be obtained from, and returned to, the County Clerk's Office. 17.04 Safety Standards. Individuals operating any vehicle (County or personal) for County related business or authorized services are expected to operate the vehicle in a safe and lawful manner. Safe driving standards include but are not limited to: a) Maintaining a reasonable r ate of speed as appropriate for existing road conditions. Drivers should not exceed posted speed limits. b) Abiding by traffic signals and signs. c) Wearing seat belts. d) Avoiding aggressive and reckless driving. e) Never driving in unsafe conditions. f) Never driving when impaired by alcohol, drugs, or fatigue. g) Never texting or emailing while driving. This safe driving standard does not apply to the operator of an authorized emergency vehicle if texting or emailing is necessary for emergency purposes. In the case of such an exception, the driver shall exercise due care in the safe operation of the vehicle and due regard under the circumstances for the safety of all persons. h) Talking on a cell phone while driving for County related business or authorized ser vices without the use of a hands -free device or feature is prohibited. If a call comes in while traveling that cannot be taken hands -free, the caller will need to leave a voicemail for the driver and the driver can return the call at the next stop. Both hands should be on the steering wheel as much as possible. If an authorized passenger is riding along, they may answer calls while the vehicle is in operation if they are able to do so safely. Exceptions to this safe driving standard are limited to 911 em ergency communication or the operator of an authorized emergency vehicle if necessary for emergency purposes. If possible, in the case of an exception, a passenger, and not the driver, shall make or take the phone call. In the case of an exception, the driver shall exercise due care in the safe operation of the vehicle and due regard under the circumstances for the safety of all persons. Safety standards include the need to be vigilant about County Vehicle maintenance. Inspect the County Vehicle for concerns (damage, repairs needed, cleaning, etc.) pre-trip and post- trip. If at any time, a County Vehicle seems to be unsafe or in need of maintenance, County Vehicle drivers must bring the issue to the attention of the County Clerk's Office as soon as Page 82 of 166 [FEBRUARY 2026] D OOR C O U N T Y E M P L O Y E E A N D A D M I N I S T R A T I V E P O L I C Y M A N U A L PAGE: 19 possible. In addition, County Vehicle drivers must respect the vehicle as County property and take steps to avoid damage to it and its contents, including: i) Keeping property secure, such as by locking doors, closing windows, and properly maintaining valuables (including confidential information). Personal items may not be stored in a County Vehicle and personal losses generally will not be reimbursed. j) Never transport items for third parties other than those associated with a legitimate County business purpose. k) Eating or drinking in County Vehicles is strongly discouraged. l) Tobacco use and vaping in County vehicles is prohibited. m) Service animals, as defined by applicable law, are permitted in County Vehicles when accompanying the individual they assist. Other animals may be allowed in County Vehicles only when their presence is necessary for conducting official County business. Except as noted above, animals are not permitted in County Vehicles. 17.05 Accidents. Accidents, incidents, injury, or damage involving a County Vehicle must be reported to Law Enforcement and the County Clerk's Office immediately. An Incident Report Form must be completed as soon as possible and submitted to the County Clerk's Office. This includes incidents involving pedestrians, passengers, vehicles, or other property. After an accident involving a County Vehicle, only move the vehicle if required for safety reasons or instructed to do so by emergency personnel. Under no circumstances shall the driver leave the scene of an accident unless directed to by the County Clerk's Office, emergency personnel, or if necessary for medical purpose. The following procedure is generally followed in the event of an accident: a) Stop, or pull the vehicle over to a safe location, and immediately turn on hazard lights. b) As soon as possible, call 911 to report the accident if it resulted in damage to any property, including the vehicle, or injury to any person. c) Protect riders and yourself from hazards created by the accident. d) Check for fire or other dangerous elements that may cause harm, if such inspection can be performed safely. e) Evacuate the vehicle if necessary for safety. Be sure to direct passengers to a safe area. f) Call the County Clerk's Office: (920) 746-2200. g) Once the vehicle i s safely pulled over, secured, and passengers attended to, all occupants must begin documenting the accident. Photos of the accident shall be taken if possible. h) Begin post-accident investigation procedures (as listed below). i) The County Clerk's Office will notify applicable County personnel. j) Cooperate with the emergency personnel at the scene and get/give all necessary information for the accident report. NOTE: Unless requested by law enforcement or otherwise required by law, drivers and passengers of County Vehicles shall not complete or sign documents pertaining to an incident, accident, property damage, or injury which took place while on duty, that have not been approved by the Door County Corporation Counsel Office. Unless requested by law enforcement, County Vehicle drivers and passengers shall not participate in an interview via phone or in person pertaining to an incident, accident, property damage, or injury, unless prior approval has been given by the Door County Corporation Counsel Office. Post-Accident Investigation Procedures: a) The County Vehicle driver must complete and turn in their Incident Report Form, any pictures they may have, and other information prior to the end of their shift. b) Submit all paperwork to the County Clerk's Office and discuss details of the accident as needed. Page 83 of 166 [FEBRUARY 2026] D OOR C O U N T Y E M P L O Y E E A N D A D M I N I S T R A T I V E P O L I C Y M A N U A L PAGE: 20 c) The County Clerk's Office will report to the County Administrator, Corporation Counsel, Finance, and the Human Resources Department. 17.06 Fueling County Vehicles. County Vehicles should be full at time of pick up. Upon return to Door County, the driver must fill the vehicle with the proper fuel before parking it at the location in which it was picked up from. The Driver will fill up the vehicle using a County pump and the vehicle gas key. County fuel pump locations: 916 14th Avenue, Sturgeon Bay (behind ADRC) 1001 S Duluth Avenue, Sturgeon Bay (County S Hwy Dept) 1737 County Road DK, Brussels (between Southern Door School and Brussels) Electric County Vehicles Upon returning to Door County, electric County Vehicles shall be properly plugged in after parking at the location in which the vehicle was picked up. 17.07 Evidence of Insurance Employees and volunteers who operate a personal vehicle for County business purposes must furnish evidence of automobile insurance coverage at the start of employment/volunteer service and annually thereafter to their Department Head. Certificates of Insurance will be kept on file by the Department Head. Required minimum coverage limits are as follows: $100,000 per person $300,000 per accident Bodily Injury $50,000 per accident Property Damage, or $300,000 Combined Single Limit Employees and volunteers must promptly notify their Department Head should the employee’s/volunteer’s automobile insurance coverage limits fall below the minimum coverage limits listed above. Chapter Revisions Resolution or Approval Description of Change Page 84 of 166 [FEBRUARY 2026] D OOR C O U N T Y E M P L O Y E E A N D A D M I N I S T R A T I V E P O L I C Y M A N U A L PAGE: 21 Chapter Three – Hours & Schedules SECTION 1 – WORK SCHEDULES 1.01 Public Accountability Exception for Governmental Employers. The foundation of the County’s administrative practices is derived from the desires of taxpayers that their government be accountable to them for expenditures from the public treasuries. It includes the notion that the use of public funds should always be in the public interest and not for private gain, including the view that public employees should not be paid for time they do not work that is not otherwise guaranteed to them under a pertinent employment policy or agreement (such as PTO, personal, or sick leave). The public expects government workers to be available during normal business operating hours and the County’s scheduling and payroll practices shall meet that expectation. 1.02 Work Schedules. Work schedules for employees vary throughout the organization, and scheduled hours of work are established by the County. Employees are to report to work at the established work site at the established starting time as scheduled by the Department Head or their designee. Employees will only be compensated for hours actually worked. Supervisors will advise employees of their individual work schedules. Staffing needs and operational demands may necessitate variations in starting and ending times, days of the week worked, as well as variations in the total hours that may be scheduled each day and week. Said variations are at the discretion of the Department Head or designee. 1.03 Alternative Modified Work Schedules. The County recognizes the importance of its employees having a proper work-life balance. It is understood that allowing employees to have a degree of control over their work schedules may make it easier for them to manage non-job-related responsibilities and to be more efficient and productive at work. The County supports alternative modified work schedules for employees; provided, that schedules are mutually beneficial to the County and employee, and continue to satisfy the needs and objectives of the County. 1.04 Types of Modified Work Schedules. a) Alternative Work Schedule. Alternative work schedules allow employees to modify their daily work hours while still maintaining a forty (40) hour workweek, with no change to the total hours worked or eligibility for overtime. The purpose of an alternative work schedule is to provide flexibility for employees without compromising productivity, operational efficiency, or the quality of service delivered to the public and county departments. The schedule must be a consistent, approved daily schedule for an individual employee. Approved alternative work schedule options include: 1) Alternative start / end times – Monday through Friday with varied start and end times 2) 4/10 Work Schedule – Four 10-hour days (Monday to Friday, between 6:00 a.m. and 7:00 p.m.) 3) 9/80 Work Schedule – Nine Eight 9-hour days and one 8-hour day over two weeks (Monday to Friday, between 6:00 a.m. and 7:00 p.m.) 1.04 Eligibility/Criteria for Alternative Work Schedules: 1) An alternative work schedule is not meant to include the occasional flexing of hours to meet the demands of an employee’s workload or department. 2) The County may discontinue an Employee’s alternative work schedule at any time. 3) Only employees who have maintained a satisfactory performance record, in the sole discretion of their Department Head, will be eligible to start or continue an alternative work schedule.An employee must maintain a satisfactory performance record, as Page 85 of 166 [FEBRUARY 2026] D OOR C O U N T Y E M P L O Y E E A N D A D M I N I S T R A T I V E P O L I C Y M A N U A L PAGE: 22 determined in the sole discretion of their Department Head, to remain eligible to continue an alternative work schedule. 4) Some employees, by the very nature of their work or staffing levels of their department, will not be eligible for an alternative work schedule. 5) An alternative work schedule shall not result in a change in the County’s or a department’s regular hours of operation. 6) Each pay period shall contain the same amount of hours an employee was normally scheduled to work. 7) It is the responsibility of the employee to be aware of the work schedule during a week in which a holiday occurs, and to plan to alter their schedule, if necessary. 8) Part-time Employees: The employee’s workweek remains at their previous allotment of hours, but the number of hours per day or days per week may vary. Process: 1) Employees requesting an alternative work schedule shall submit a completed, signed, and dated Work Schedule Request Form to their Department Head for approval. Requests by Department Heads are to be submitted to the County Administrator. 2) Approval or denial by the Department Head (or County Administrator) of such requests must be in writing, signed by the Department Head (or County Administrator), and provided to the Human Resources Department for approval/denial. 3) Approvals and denials by the Human Resources Department must be in writing, signed by the Human Resources Department, and provided to the employee and Department Head (or County Administrator). 4) Once an alternative work schedule is approved, it cannot change without the prior written permission of the Department Head (or County Administrator) and the Human Resources Department. 5) All completed requests, along with their approval or denial, will be placed in the employee’s personnel file by the Human Resources Department. 6) Any request for an alternative work schedule option outside the parameters defined in this section must be reviewed and approved by the Human Resources Department and County Administrator. b) Flexible Workday ("Flexing Time"). The County supports occasional workday flexibility by allowing employees to take a brief period of time off during the workday, typically not exceeding two (2) hours, for personal matters, provided the time is made up within the same workweek. This is referred to as "flexing time." Key Conditions for Flexing Time: 1) Infrequency: Flexing time is not intended to be routine or a substitute for paid time off (PTO). It is designed for infrequent use to accommodate short-term personal needs. It is not to be used as a recurring or regular modification of an employee’s work schedule. 2) Advance Approval Required: Employees must request and receive prior approval from their supervisor before flexing time. Approval is at the discretion of the County and may be denied based on operational needs, staffing levels, workload demands, or other considerations. 3) Supervisor Oversight: Supervisors are expected to ensure that the use of flexing time remains infrequent. Regular or repeated approvals may constitute misuse. 4) Make-Up Within Same Workweek: Any flexed time must be made up within the same workweek. Failure to do so may result in the time being unpaid and considered unapproved leave. Page 86 of 166 [FEBRUARY 2026] D OOR C O U N T Y E M P L O Y E E A N D A D M I N I S T R A T I V E P O L I C Y M A N U A L PAGE: 23 5) Revocation or Suspension: The County reserves the right to suspend, limit, or revoke the ability of an employee or employees to flex time, particularly in response to misuse or abuse. Examples of misuse or abuse may include, but are not limited to: o Excessive or routine use of flexing time; o Failure to make up flexed time within the same workweek; o Inconsistent, excessive, or inequitable approval practices by supervisors. SECTION 2 – WORKING HOURS 2.01 Working Hours. While the County attempts to provide employees the work hours for which they were hired, it is not to be construed to be a guarantee of work and employees may be released prior to the completion of their normal workday and those hours shall constitute their workday. 2.02 Employee Hours. Employee hours may vary based on Departmental operations, hours of operations and scheduling. a) Lunch Break. Other than general highway employees, employees on an eight (8) hour or greater workday, normally will be provided a thirty (30) minute unpaid lunch break at times to be determined by the Department. Employees are not to perform any work during their unpaid lunch break. b) Breaks. One ten (10) minute rest break is allowed for each four (4) hours worked. Scheduled breaks will be in mutual agreement with the Department Head or their designee and may be adjusted to meet the County’s needs. c) Staff Required to Remain on Premises. Staff expected to provide continuous service, or required to remain on premises for immediate call, (e.g. Dispatch) have no set break times, but breaks will be permitted at the discretion of the supervisor. 2.03 Department Specific Work Hours. a) Government Center Employees. Government Center hours of operation are Monday through Thursday 7:00 a.m. to 4:30 p.m. with a thirty (30) minute unpaid lunch and Friday, 7:00 a.m. to 11:00 a.m. The Government Center is to remain open during the noon hour; each Department should plan accordingly. b) Facilities & Parks Employees. Monday through Friday: 6:00 a.m. to 5:00 p.m. Each shift of eight (8) hours or greater will have a thirty (30) minute unpaid lunch. Parks Division Seasonal staff will be scheduled to meet the demand(s) of the Park(s) activities as required by the Department Head or their designee. c) Emergency Services Clerical Staff. 7:00 a.m. to 4:30 p.m. Monday through Thursday with a thirty (30) minute unpaid lunch and 7:00 a.m. to 11:00 a.m. on Fridays. d) Highway Department Employees (Hourly General Employees, Non-Office). 1) Work Schedule. Work schedules, including starting and ending time, may vary and are at the discretion of the County. Supervisors will advise employees of their individual work schedules. Staffing needs and operational demands may necessitate variations in starting and ending times, days of the week worked, as well as variations in the total hours that may be scheduled each day and week. Said variations are at the discretion of the Department Head or designee. Employees must report to work on time and ready to start their daily tasks. 2) Hours of Work. Non-exempt Highway Department employees’ normal work week is forty (40) hours and has two (2) defined seasons. Page 87 of 166 [FEBRUARY 2026] D OOR C O U N T Y E M P L O Y E E A N D A D M I N I S T R A T I V E P O L I C Y M A N U A L PAGE: 24 i) Construction Season: The construction season anticipated scheduled work week is Monday through Thursday, 6:00 a.m. to 4:00 p.m. Times may be modified based on Departmental needs. This is a straight ten (10) hour day with two (2) paid breaks: • Ten (10) minute break at 9:00 a.m. • Up to fFifteen (15) minute lunch break at noon ii) Winter Season: The winter season anticipated scheduled work week is Monday through Friday, 7:00 a.m. to 3:00 p.m. Times may be modified based on Departmental needs. This is a straight eight (8) hour day with two (2) paid breaks: • Ten (10) minute break at 9:00 a.m. • Up to fFifteen (15) minute lunch break at noon iii) Breaks cannot be stacked to create a longer break time without supervisor approval. Due to the nature of work, deviation from employee(s)’ schedule or work hours may occur. iv) The beginning and end of each of the above seasons is subject to change at the discretion of the Highway Commissioner depending on workload and weather conditions. 3) Overtime. Non-exempt employees will be paid for overtime pay at one and one half (1.5) times their regular hourly rate of pay for all hours worked outside of the designated scheduled work hours each day, including Saturdays, Sundays and paid holidays. If a non-exempt employee is called in to work during a period of previously approved PTO, such employee will receive pay at one and one half (1.5) times their regular hourly rate of pay for time actually worked during such period of previously approved PTO. All overtime must meet the approval of management prior to any overtime worked. 4) Call In. Non-exempt employees travel from home to work and work to home is not work time. i) Outside Scheduled Hours: Non-exempt employees called in to work outside of their scheduled work hours will receive a minimum of three (3) hours pay at one and one half (1.5) times their regular rate of pay when the hours worked do not abut their scheduled work shift. ii) When called in on a scheduled shift: If non-exempt employees are called in and the hours worked during their call in abut with their scheduled work shift, said employees will receive one and one half (1.5) times their regular rate of pay for actual hours worked before their scheduled shift and their regular rate of pay for hours worked during their scheduled work shift. iii) Send Home: If a non-exempt employee is called into work before their scheduled shift, the Highway Department, in its sole discretion, may send the employee home for the day after eight (8) hours have been worked. 5) Unavailability. An essential function/job requirement of the Highway Department during the winter season is to be available to work when snow and ice events occur. Minimum staffing must be maintained during the winter season twenty-four (24) hours a day, seven (7) days a week as this is an essential function/basic job requirement. i) Being Available Means: The employee is physically capable (fit for duty) and will report to work within a reasonable time after being called in to work during a snow/ice event. Exceptions may be made on a case-by-case basis, at the sole discretion of the Highway Commissioner, for employees to be excused for not reporting based on extenuating circumstances. Extenuating circumstances include situations that are beyond the employee’s control such as an accident or medical emergency. Page 88 of 166 [FEBRUARY 2026] D OOR C O U N T Y E M P L O Y E E A N D A D M I N I S T R A T I V E P O L I C Y M A N U A L PAGE: 25 ii) Management maintains the right to determine the minimum staffing requirements during a snow/ice event and throughout the year for various projects. If an employee is aware that they may be unavailable during a potential snow/ice event or call-in, they must seek approval from the supervisor, that is scheduled to be on call. iii) Excessive unavailability requests will not be allowed. Excessive requests may include, but are not limited to, the following examples: • An extended period of time beyond an applicable vacation request • Multiple weekends (such as every other weekend) • Multiple holidays iv) The Highway Commissioner reserves the right to override the requests off and unavailability rules based on extraordinary circumstances. v) If an employee is not approved to be unavailable and does not report to work when called for a snow/ice event, disciplinary action may be taken to address the failure to report to work including suspension and/or termination. e) Highway Department Employees (Airport). 7:00 a.m. to 3:30 p.m. Monday through Friday with a thirty (30) minute unpaid lunch f) Highway Department Employees (Bridgetenders). The Bridgetenders will work on a schedule governed by the bridge operation agreement between the Wisconsin Department of Transportation and the County. Bridgetenders work on a rotating shift that can include any day of the week, with a normal work week of forty (40) hours per week. The normal work shifts are as follows: First Shift: 7:00 a.m. to 3:00 p.m.; Second Shift: 3:00 p.m. to 11:00 p.m.; and Third Shift: 11:00 p.m. to 7:00 a.m. Bridgetenders are typically laid off from January through mid-March. g) Aging & Disability Resource Center (ADRC) & Senior Resource Center. 7:30 a.m. – 4:30 p.m. Monday thru Thursday with a thirty (30) minute unpaid lunch and Fridays 7:30 a.m. – 1:30 p.m. Cooks: Monday through Friday, 5:30 a.m. through 2:00 p.m.; or 6:00 a.m. through 2:30 p.m. h) Justice Center. Administrative Staff: Monday through Friday, 8:00 a.m. to 4:30 p.m., with a thirty (30) minute unpaid lunch. 911 Dispatchers in Communications Department: Employees work eight (8) hour shifts. This schedule consists of one thousand nine hundred forty-seven (1,947) hours annually, six (6) days on and three (3) days off in a rotation. Hours per pay period consist of a thirty-two (32), forty (40), or forty-eight (48) hours per work week, depending on scheduled rotation. 2.04 Shift Vacancies. Shift vacancies occurring without notice are to be covered in whole or in part as determined by management. Management, in its sole discretion, can determine minimum staffing requirements. Shift vacancies created by the use of PTO will be covered as determined by management. SECTION 3 – BUILDING HOURS OF OPERATION 3.01 Building. Building hours vary by location. Where possible, offices shall remain open during the lunch hour. a) Aging & Disability Resource Center (ADRC) & Senior Resource Center. Monday through Thursday 7:30 a.m. to 4:30 p.m., Friday 7:30 a.m. to 1:30 p.m. b) Cherryland Airport. Monday through Friday 8:00 a.m. to 4:00 p.m. c) Emergency Services. Page 89 of 166 [FEBRUARY 2026] D OOR C O U N T Y E M P L O Y E E A N D A D M I N I S T R A T I V E P O L I C Y M A N U A L PAGE: 26 Monday through Thursday 7:00 a.m. to 4:30 p.m., Friday 7:00 a.m. to 11:00 a.m.. d) Government Center. Monday through Thursday 7:00 a.m. to 4:30 p.m., Friday 7:00 a.m. to 11:00 a.m. e) Highway Shop. Winter Season (tentatively November- April): Monday through Friday 7:00 a.m. to 3:00 p.m. Construction Season (tentatively May – October): Monday through Thursday 6:00 a.m. to 4:00 p.m. f) Justice Center. Monday through Friday 8:00 a.m. to 4:30 p.m. g) Door County Library (Central Branch). Monday through Thursday 9:00 a.m. to 7:00 p.m., Friday and Saturday 9:00 a.m. to 5:00 p.m. SECTION 4 – TELECOMMUTING 4.01 Purpose. The County is committed to fostering a work environment that supports both organizational effectiveness and employee well-being. Telecommuting is a work arrangement in which eligible employees perform approved job duties at an alternate location during regularly scheduled work hours. This arrangement may be mutually beneficial when both the employee and the position are suited to such a structure. Occasional off-site work or travel for County business does not constitute telecommuting. 4.02 Nature of the Arrangement. Telecommuting is not a right or entitlement; it is a privilege granted at the discretion of the County. An agreement between the employee, the employee’s Department Head, and the Human Resources Department is required and may be discontinued at any time by the Department Head, the Human Resources Department, or the County Administrator, with or without cause. A minimum of two (2) weeks’ notice should be provided when possible. 4.03 Eligibility Criteria. Eligibility is determined on a case-by-case basis at the department level with final approval by the Department Head and the Human Resources Department. Considerations include: a) Suitability of job duties for remote work. b) Ability to maintain or improve departmental productivity and client service. c) Whether the employee has completed their introductory periodthree (3) months of employment in their position. d) Demonstrated sustained high performance and independent work capability. e) No recent documented attendance or performance concerns. f) Generally, telecommuting is not appropriate for positions requiring frequent on-site collaboration, supervision, or use of on-site resources. 4.04 Request and Approval Process. Employees requesting a telecommuting arrangement must: a) Complete a Remote Work Site Certification Checklist and the Door County Remote Work Arrangement Form. b) Obtain review and written approval from their supervisor and Department Head. c) Submit all approved/denied requests to the Human Resources Department for approval and placement in the personnel file. d) Telecommuting agreements are valid for up to one (1) year and must be reviewed annually, typically during the performance evaluation cycle. 4.05 Work Schedule and Performance Expectations. Page 90 of 166 [FEBRUARY 2026] D OOR C O U N T Y E M P L O Y E E A N D A D M I N I S T R A T I V E P O L I C Y M A N U A L PAGE: 27 a) Telecommuting employees are expected to maintain regularly scheduled hours and must be accessible and responsive during those hours. b) Telecommuting does not reduce expected work hours or alter performance expectations. c) A telecommuting employee may be required to report to the central worksite on a scheduled remote day based on department needs. d) Employees must notify their supervisor of any technical issues that prevent work; if unresolved within one hour, the employee may be required to report onsite or use PTO, with supervisor approval. 4.06 Prohibited Uses of Telecommuting Time. Telecommuting time may not be used to: a) Provide dependent care. b) Operate a personal business. c) Work a second job. d) Perform activities unrelated to County work during scheduled hours. 4.07 Work Location Requirements. a) Employees must designate a specific, secure, distraction-free workspace in their home. b) The workspace must support uninterrupted, productive work and allow for the secure handling of confidential information. c) An ergonomic self-evaluation is encouraged. d) Employees must not meet with clients or conduct County business with visitors at their remote location. 4.08 Equipment, Internet, and Technology Use. a) All County equipment remains the property of the County and is subject to County use policies. b) Departments and Technology Services will assess equipment needs on a case-by-case basis. c) Employees must sign an equipment inventory and return all County property upon separation. d) Employees are responsible for high-speed internet access at their own expense. e) Employees may not use County-issued phones as personal hotspots. f) Only the assigned employee may use County equipment; no family or non-County users are permitted. 4.09 Security, Privacy, and HIPAA Compliance. a) Employees must comply with all County policies, including HIPAA and data privacy regulations. b) Protected Health Information (PHI) may not be downloaded, printed, or stored on personal or non-County equipment. c) Devices with speech recognition (e.g., Alexa, Google Home) must be disabled during work. d) All remote access to County systems requires Multi-Factor Authentication (MFA) and may be monitored by Technology Services. e) Employees shall have no expectation of privacy when using County-provided equipment or networks. 4.10 Timekeeping and Overtime. Non-exempt employees must: a) Receive approval for the telecommuting arrangement from HR and their Department Head. b) Accurately record all hours worked using the County timekeeping system. c) Request and record paid time off according to County policy. d) Not work beyond scheduled hours without written supervisor approval. Page 91 of 166 [FEBRUARY 2026] D OOR C O U N T Y E M P L O Y E E A N D A D M I N I S T R A T I V E P O L I C Y M A N U A L PAGE: 28 4.11 Liability and Insurance. a) The County is not liable for damage to the employee’s personal property resulting from telecommuting. b) The employee is responsible for maintaining a safe home workspace. c) Work-related injuries sustained while telecommuting must be reported to HR within 24 hours and will be evaluated on a case-by-case basis for Workers’ Compensation. d) The employee is liable for injuries to visitors in the remote work location and agrees to hold the County harmless for any such claims. 4.12 County Inspections. a) The County may inspect the telecommuting location with reasonable notice to: 1. Confer with the employee. 2. Maintain or retrieve equipment. 3. Conduct ergonomic or safety assessments. b) The County may also inspect the site following a reported injury. Chapter Revisions Resolution or Approval Description of Change Page 92 of 166 [FEBRUARY 2026] D OOR C O U N T Y E M P L O Y E E A N D A D M I N I S T R A T I V E P O L I C Y M A N U A L PAGE: 29 Chapter Four – Employee Compensation SECTION 1 – PAY CHECKS 1.01 Pay Schedule. Employees shall be paid biweekly on alternate Fridays. If a payday is an observed holiday, employees will be paid on the preceding workday. 1.02 Direct Deposit. All employees shall participate in direct deposit for all of their pay through up to three (3) banking institutions of their choosing. Initial Direct Deposit, and any changes, must be setup through the County’s payroll system. SECTION 2 – TIME AND PAY 2.01 Accuracy. Each employee is responsible for and required to accurately record their own work time and use of paid time off each workday. 2.02 Errors. Employees are responsible for verifying the accuracy of their pay time. Errors on work time or paychecks must be immediately reported by the employee to their supervisor or Department Head. 2.03 Daylight Savings Time. Employees who are required to work during the change of Daylight Savings Time shall be paid for the hours actually worked. SECTION 3 – PAY-OUT UPON TERMINATION 3.01 Employees who resign, retire, or are discharged will be paid in full for all hours worked by no later than the date on which the employee regularly would have been paid under the County’s established payroll schedule. In case of the death of an employee, the full amount of wages due will be paid to the employee’s estate. Employees who are involuntarily terminated or who resign their employment without providing the required notice shall not receive a payout of accrued paid leave. Involuntary termination does not include termination due to reduction in workforce/layoff or other non-disciplinary reasons. SECTION 4 – SALARIES AND WAGES 4.01 Non-Represented Employees. The wages of non-represented employees will be as set forth in the Compensation Plan established by the County. 4.02 Represented Employees. The wages of represented public safety employees are as set forth in any applicable collective bargaining agreement. 4.03 Classification. The County accurately classifies and compensates employees in compliance with all applicable State and Federal laws. Generally, the Fair Labor Standards Act ("FLSA") and Ch. DWD 274, Wis. Adm. Code, will govern overtime and compensatory time. Each position of employment is designated as non-exempt or exempt from the FLSA. Non-exempt employees are eligible for overtime pay, and exempt employees are not. a) Non-Exempt Employees. 1) Most non-exempt employees who work over forty (40) hours in a work week are entitled to 1.5 times their regular hourly rate for the hours actually worked over 40. Employees may not work overtime without the prior permission of their supervisor except in cases of emergency. 2) In lieu of cash overtime pay, non-exempt employees may be credited with compensatory time off. Compensatory time off: Page 93 of 166 [FEBRUARY 2026] D OOR C O U N T Y E M P L O Y E E A N D A D M I N I S T R A T I V E P O L I C Y M A N U A L PAGE: 30 • must be agreed to, by the employee and Department Head or designee, prior to the work being performed; • accrues at the rate of 1.5 hours of paid time off for every hour of overtime actually worked; • cannot be accrued over a (non-replenishable) maximum of 40 hours per year; and • will be paid at the earlier of the end of each payroll year or upon separation from employment. • An employee who has accrued compensatory time off and requests use of the time will be permitted to use the time off within a reasonable period after making the request as long as it does not unduly disrupt the operations of the County (i.e., place an unreasonable burden on providing public services). 3) Non-exempt employees must maintain a record of the total hours worked each day. This record must accurately reflect all regular and overtime hours worked, any absences, early or late arrivals, early or late departures, and unpaid meal breaks. 4) Non-exempt employees must not engage in off-the-clock or unrecorded work. “Off-the- clock” or "unrecorded" work means work performed but not accurately reported on the employee’s timecard. 5) Department Heads or supervisors may determine whether work will be performed on an overtime basis and allocation of overtime. b) Exempt Employees. The salary paid by the County to exempt employees is specifically intended to compensate for their service to the County. By law, the predetermined amount cannot be reduced because of variations in the quality or quantity of the salaried employees’ work. 1) Exempt employees do not receive overtime pay or compensatory time off. However, the County Administrator may, in her or his discretion, grant additional paid time off to exempt employees who have worked unusual amounts of time in excess of the normal schedule, but no exempt employee has a right to such additional paid time off and there is no payment for such additional paid time off upon separation from employment. 2) Exempt employees, to ensure that they are paid properly and that no improper deductions are made, must accurately record all paid time off and unpaid leaves of absences. 3) Exempt employees are expected to work a normal full-time workweek and to be available for work requirements, meetings and events outside of normal hours. 4.04 Compliance with the Fair Labor Standards Act – Payroll Deductions and Practices It is the policy of the County to fully comply with the Fair Labor Standards Act (“FLSA”) and applicable State wage and hour law relating to deductions from salaries of exempt employees. In keeping with this commitment, the County will pay exempt employees their full salary for any workweek in which they perform work, regardless of the number of days or hours worked, subject only to deductions that are permitted by law. It is further the policy of the County to promptly investigate and correct any improper payroll deductions or other payroll practices that do not comply with the FLSA. If an employee believes that an improper payroll practice — such as an improper deduction from an exempt salary — has occurred, he or she may make a complaint to the Human Resources Department. The Human Resources Department will ensure the matter is appropriately reviewed and Page 94 of 166 [FEBRUARY 2026] D OOR C O U N T Y E M P L O Y E E A N D A D M I N I S T R A T I V E P O L I C Y M A N U A L PAGE: 31 investigated; and the employee will be reimbursed for the amount of any inappropriate deduction taken. 4.05 Other Forms of Compensation. a) Cost-of-Living-Adjustment ("COLA"). The County strives to maintain a competitive wage scale. In establishing an annual budget, the County will determine the need for and feasibility of implementing a COLA for the succeeding calendar year. b) Merit Pay. Merit pay gives the County the flexibility to reward eligible employees for extra merit, special projects, and/or the achievement of strategic objectives by allowing lump sum awards outside of base pay. Merit pay eligibility, criteria, and awards are at the sole discretion of the County and not the result of any agreement or promise to employees. c) On-Call Time (Pay for Nonworking Time). On-call pay has been established to ensure employees in specific classifications are available at any time to respond to emergency situations as they arise outside of regular working hours. 1) Authorized Classifications. Any requests for a formal on-call system for individual departments or classifications must be approved by the Human Resources Department and by the County Administrator. 2) Department Procedures. The development of, assignment to, duties during, and adjustments to a department’s on-call system/rotation will be at the sole discretion of the Department Head. Each department with an on-call system shall submit written on- call procedures to the Human Resources Department outlining their on-call system, including method of compensation allowed within the provisions of this policy. 3) Restrictions. Employees assigned to on-call are prohibited from responding to any on- call situation while under the influence of alcohol or other substance, which deems them unable to work. It is the employee’s responsibility to ensure they are able to respond during an on-call situation. Individual department procedures may outline how an employee may request prior arrangements to switch on-call with another employee, if necessary. 4) Response Times. Response times to an on-call situation are dependent upon the department and must be reviewed by Corporation Counsel prior to implementation. Response time expectations are to be clearly communicated to employees assigned to on-call within the individual department’s on-call procedures. d) Shift Differential. Non-exempt employees may be eligible for a shift differential. Typically shift differential pay will be considered for hours worked between 5:00 p.m. and 7:00 a.m., and on Saturdays and Sundays. e) Stand-By Time. Employees required to “stand by their posts ready for duty” generally should be paid for this time. This is because the employee is controlled by the employer during these periods, and is not able to use the time for her or his own purposes. Not applicable to FLSA exempt employees. 4.06 Compensatory Time. Compensatory time is paid time off granted in lieu of monitory payment for authorized overtime hours worked by a non-exempt employee. Compensatory time is subject to the conditions outlined below: a) Prior Approval Required. Compensatory Time must be agreed to by both the employee and Department Head (or designee) before the overtime work is performed. Page 95 of 166 [FEBRUARY 2026] D OOR C O U N T Y E M P L O Y E E A N D A D M I N I S T R A T I V E P O L I C Y M A N U A L PAGE: 32 b) Accrual Rate. Compensatory time accrues at the rate of one and one-half (1.5) hours of paid time off for every hour of overtime actually worked; c) Annual Maximum. Non-exempt employees may accrue up to forty (40) hours of compensatory time per calendar year. This limit is non-replenishable, once reached, additional overtime must be paid. d) Payment of Unused Compensatory Time. Unused compensatory time will be paid at the earlier of the end of each payroll year or upon separation from employment. e) Use of Compensatory Time. Employees who have accrued compensatory time off and requests to use it will be permitted to use the time off within a reasonable period after making the request as long as it does not unduly disrupt the operations of the County (i.e., place an unreasonable burden on providing public services). 4.07 Special Pay. a) Crisis Premium Health & Human Services. FLSA exempt employees within the Health & Human Services Department will receive one hundred fifty dollars ($150.00) per day for non-holidays, or two hundred dollars ($200.00) per holiday (for both observed and actual holiday) when designated to be on call for crisis and required to carry a pager or a cellular phone for a full (twenty-four (24) hour) day. Only two (2) employees shall be on call per day. Up to tTwo full time after hours/weekend crisis staff will receive two hundred dollars ($200.00) premium pay per holiday worked (both observed and actual holiday). In addition, these two positions receive twenty-four (24) hours of administrative leave annually. b) Holiday Premium. FLSA non-exempt employees (except Library employees, Bridgetenders, and as otherwise required by applicable Collective Bargaining Agreements) required to work a scheduled holiday will receive time and one-half for actual hours worked on the scheduled holiday. c) Call-Out Premium. Non-exempt employees (except as otherwise required by applicable Collective Bargaining Agreements) will receive a minimum of two (2) hours pay (at their straight-time or overtime rate, as applicable) if the employee is called to work outside of their regular work schedule. Employees may be required to work the full two (2) hours. An employee shall not receive additional pay for call-outs received or made concerning the same or unrelated matters within two (2) hours of the time that the employee received the first call. The call-out premium shall not apply if extending a shift or starting a shift early and extending into the employee’s scheduled shift. Home to work and work to home travel is not work time. See the Employee Policy Handbook of Highway Operations for the call-in pay policy applicable to employees of the Door County Highway and Airport Department. d) 911 Dispatchers. Shift Differential: One dollar ($1.00) per hour for the 2:00 p.m. - 10:00 p.m. shift; and Two dollars ($2.00) per hour for the 10:00 p.m. - 6:00 a.m. shift. e) Anti-Stacking. Stacking of special pay is prohibited. Special pay and on-call compensation are mutually exclusive. See Highway Employee Handbook for Special Pay. Page 96 of 166 [FEBRUARY 2026] D OOR C O U N T Y E M P L O Y E E A N D A D M I N I S T R A T I V E P O L I C Y M A N U A L PAGE: 33 SECTION 5 – TRAVEL TIME 5.01 Federal law applies to compensation for travel time required of non-exempt employees. For same day out- of- town travel, the time spent traveling to and returning from the out-of-town location is work time, except that the County may deduct/not count that time the employee would normally spend commuting between their residence and regular work site. Time spent traveling in travel that keeps an employee away from home overnight is work time when it cuts across the employee’s workday, only if the employee is the driver of an automobile to the out-of-town location. It will not be considered hours worked for time spent in travel away from home outside of regular working hours as a passenger on an airplane, train, boat, bus or automobile. SECTION 6 – WORK PERFORMED OUTSIDE THE COUNTY WORKPLACE 6.01 Generally speaking, employees shall perform their duties only at a County worksite, or approved work from home location. (Examples of an obvious exception to this are those positions which require employees to travel to clients’ homes and other similarly situated positions.) Employees must receive advanced approval from their Department Head, or designee, for any work performed outside the County workplace. Non-exempt (hourly) employees approved for work outside the County workplace must document and submit their hours, including but not limited to, any and all time spent accessing work related emails and other programs and files, according to the pay practices and payroll processing timelines of the County. SECTION 7 – CONFERENCES, SEMINARS, TRAINING, TOURS - REIMBURSEMENT 7.01 Approval. Elected Officials, Department Heads and staff may attend conferences, seminars, training and tours, provided it is related to the employee’s job, and approved in their Department’s budget. If funds are not available, advance approval must be obtained from the County Administrator. If the travel will overdraw the budget, advance approval must also be obtained from the Administrative Committee. All employee travel out of state shall be approved in advance by the County Administrator and reported to the Administrative Committee. Such requests shall be made in writing to include the reason, duration, and specifics of the trip. 7.02 Reimbursement for Expenses. The County will reimburse employees for expenses incurred for approved travel, conferences, seminars, training and tours. In order to receive reimbursement, employees must submit a Reimbursable Expense Voucher Request Form to the Finance Department. a) Lodging. Approved lodging should be reserved in the name of the County by the use of credit card or purchase order. The use of the County credit card shall be through the Finance Department only. If a request for a registration check is not submitted timely to the Finance Department, the employee shall pay the cost of the registration and include that cost in the monthly statement of expenses. Employees shall pay the difference between single and double rates if lodging is shared with a non-County employee. b) Mileage. Employees are obligated to use a County Vvehicle for County business whenever possible. Employee use of a personal vehicle for County business purposes, when a County vehicle was available, may result in non-payment of a voucher for personal mileage. An employee’s Department Head may approve reimbursement for the use of a personal vehicle for County business, even when a County Vehicle is available, if circumstances warrant such approval.If an employee chooses to drive their own vehicle, and a County vehicle is available for use, mileage reimbursement is not available. Authorized use of an employee’s automobile for County business shall be reimbursed at the rate set by the Internal Revenue Page 97 of 166 [FEBRUARY 2026] D OOR C O U N T Y E M P L O Y E E A N D A D M I N I S T R A T I V E P O L I C Y M A N U A L PAGE: 34 Service. Employees authorized to drive for County business shall possess a valid driver’s license and shall observe all traffic laws and vehicle safety rules. Authorized use of an employee’s automobile for County business shall be reimbursed at the rate set by the Internal Revenue Service. The employee shall use the most direct route possible. Distance shall be computed from the employee’s primary residence or work location, as circumstances warrant Failure to comply may result in the employee forfeiting any claim for reimbursement, not being authorized to drive for the County, and may result in discipline, up to and including discharge, for failure to perform assigned duties. 1) Mileage computation for all County business travel shall use the employee’s workplace or point of origin, whichever is less. 2) If traveling by bus or other means of transportation, the appropriate fare will be paid by the County. 3) Employees who travel for County business are required to carpool whenever possible and practical. Only the driver is eligible to be reimbursed for mileage. c) Meals. Employees will be reimbursed for meals when: 1) The employee is attending an approved, conference, seminar, training, or tour. 2) Meal reimbursement shall be as follows: i) In-County. Meal expenses in Door County, excluding Washington Island, shall not be reimbursed unless provided by the conference, meeting registration or if the County is hosting a district meeting or similar event in the County. ii) Out-of-County Same Day. Employees are eligible for reimbursed meals within a day, excluding meals covered by the event. This reimbursement is considered a fringe benefit, so taxable income. Example: Meeting in Appleton from 10 a.m.-2 p.m. Employee can claim lunch rate as taxable income on expense voucher. iii) Out-of-County Overnight. Employees are eligible for reimbursed meals during the travel period, excluding meals covered by the event. This reimbursement is considered non-taxable income. iv) Meal expenses incurred by an employee while on official County business shall be reimbursed on a per diem basis in accordance with the U.S. General Services Administration's Wisconsin Standard rate, not to include incidental expenses. Current rates can be found by visiting the GSA website at www.gsa.gov. v) Meal receipts are not required; however, the employee must complete the Reimbursable Expense Voucher Request Form and attach a copy of the full conference agenda in order to be considered for reimbursement. vi) If meals are included in the registration fee, the County will pay the entire cost. Meals included in the registration fee are not reimbursable. vii) No reimbursement shall be made for the cost of alcoholic beverages and tips. d) Parking. Reasonable and necessary parking fees will be reimbursed when an employee is required to travel. If possible, a receipt shall accompany the request for payment. e) Registration. The County will pay in advance for registration if attendance is approved as provided in this Section. If a request for a registration check is not submitted timely to the Finance Department, the employee shall pay the cost of the registration and include that cost in the monthly statement of expenses. f) Approval. Department Heads, or designee, shall sign and approve all expense vouchers of their employees prior to submitting the voucher to the Finance Department. Expense Page 98 of 166 [FEBRUARY 2026] D OOR C O U N T Y E M P L O Y E E A N D A D M I N I S T R A T I V E P O L I C Y M A N U A L PAGE: 35 vouchers shall include only expenses incurred prior to the end of the preceding month and shall be submitted monthly. g) Transportation 1) Air Travel. The most economical means of transportation shall be used in all cases unless travel time is a factor. In that case, special consideration will be given to approval of airfare. Travel by plane shall be at coach rate and airline tickets shall be purchased in advance so as to achieve the lowest possible fare. If a fare requires additional nights of lodging and additional meals, these extra expenses and the value of lost work time shall be weighed against the airfare and the most economical choice shall be made. An itemized receipt shall accompany the request for payment. 2) Automobile Rental. The most economical means of transportation shall be used in all cases unless travel time is a factor. Automobile rental shall be made only if less expensive than other forms of land transportation or if other forms of transportation would prove unreasonable from a time and use perspective. Only the reasonable cost of compact or subcompact models is reimbursable, unless prior approval is obtained from the County Administrator. An itemized receipt shall accompany the request for payment. 7.03 Conditions. Expenses not actually incurred shall not be payable. All reimbursements shall be by itemized statement which shall have been approved by the employee’s Department Head involved. The Department Head and/or the Finance Department may make such adjustment in expense vouchers as it deems reasonable. Any employee who shall initially seekseeks reimbursement for expenses not actually incurred or shall otherwise fraudulently apply for reimbursement of expenses shall be subject to discharge. 7.04 Procedure. All conferences, seminars, training, tours, and out of county meetings and travel should be recorded by the Department Head in the County annual travel log. The Department Head is responsible for approval of the related conferences, seminars, training, tours, and out of county meetings and travel. a) Reimbursement for conferences, seminars, training, tours, and out of county meetings and travel must be requested on a County expense voucher. b) Signed voucher is submitted to Department Head for approval (signature). c) Employee Ssubmits voucher and required paperwork to the Finance Department. d)c) Retain a copy of your voucher for income tax purposes. IRS requires that employees report reimbursement for mileage and meal expenses not involving overnight travel. SECTION 8 – MEMBERSHIP IN STATE OR NATIONAL ORGANIZATIONS 8.01 Memberships to local, State or national organizations may be reimbursed by the County provided it is relevant to the employee’s position, approved by the Depa