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National Incident Management System (NIMS),and following Incident Command System <br />(ICS) structures. Included as part of this plan will be a component addressing Business <br />Continuity throughout the recovery effort. This work is being coordinated with the Fire <br /> ERMU DR <br />plan development continues into 2020 and will be a continuously evolving document as <br />it is tested during annual exercises and real incidents. <br /> <br />Website A request for proposal was developed and a vendor selection process was <br />completed in 2019. The website update initiative was budgeted as a 2020 project. Staff <br />has been working with our vendor on the early stages of the site layout and navigation <br />design. The project is expected to be complete by end of 3Q2020. <br /> <br />Theme 2: Personnel and Governance Develop our most valuable and vulnerable assets, our <br />commissioners, employees, leaders, and future leaders. <br /> <br />Governance Manual and Annual Training There was significant progress completed <br />during 2019 in the continuation of this multiyear initiative. Nearly all of the old policies <br />were addressed with the exception of three: A.1 Service Policies, E.1 Electric <br />Department Rules, and W.1 Water Department Rules. These three remaining policies <br />will undergo similar analysis to determine which parts should remain under direct <br />commission authority and which should be under indirect commission control, being <br />delegated to management to oversee. These three polices are scheduled to be <br />presented to the commission in late 1Q or early 2Q. <br /> <br />Manager Pay Group Benchmarking The commission directed staff and the Wage & <br />Benefits Committee (W&BC) to implement an initiative to benchmark the manager pay <br />group with the assistance of a third-party. This process was completed and resulted in <br />market adjustments and the implementation of organizational structure changes <br />creating director level leadership positions. <br /> <br />Succession Planning Procedure The initiative to develop a succession planning and <br />staff addition procedure for use by the Wage & Benefits Committee (W&BC) was not <br />started in 2019 and had been tabled for 2020 due to leadership bandwidth. <br /> <br />Safety Training Workgroup, Safety Manual and Training As a result of the <br />organizational effectiveness survey that was conducted in 2019, one of the initiatives to <br />come out of that survey was to evaluate the current safety training program and <br />establish safety training expectations. A Safety Training Workgroup was created to <br />provide perspective from all departments for the purpose of improving our safety <br />training program. The workgroup is comprised of an employee from each department: <br />office, water, electric, and tech services. The workgroup also includes an operations <br />manager and an administrations manager. The workgroup successfully established <br />program goals, priorities, and identified opportunities for improvement. And with the <br />changeover of our Minnesota Municipal Utilities Association (MMUA) Regional Safety <br />Coordinator, the training expectations were communicated early on. In addition to <br />______________________________________________________________________________ <br />Page 3 of 9 <br />86 <br />