5.3 ERMUSR 02-09-2021 - Laserfiche WebLink

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______________________________________________________________________________ Page 3 of 8 • Human Resources – This initiative was created to evaluate and retain dedicated human resources either through hire or contract services. With the delay in filling the Administrative Director position, this was identified as being an immediate need and we hired an HR Generalist in November of 2020. • Develop Succession Plan for Operations Director Retirement – This initiative was created to be proactive with the replacement of the Operations Director for either an internal or external transition. As an internal candidate emerged, we were able to allow for the transfer of knowledge and ensure a smooth transition in filling this position and the resulting positions that became available with internal promotions. • Governance Policy Manual – There was significant progress completed during 2020 in the continuation of this multiyear initiative. The three remaining polices completed were: A.1 Service Policies, E.1 Electric Department Rules, and W.1 Water Department Rules. Additionally, the Dispute Resolution Committee was created and adopted in January 2021. There are now two smaller policies to be created relating to evaluation of the mission and values of the organization with competitive rates and margins. These policies will likely be presented in Q2 of 2021. • Management Policy Manual- This is a multiyear initiative that follows the Governance Policy initiative. All Management Policies need to be reviewed and revised as necessary and this will be worked on throughout the next two years. • Future Leader Training – As a result of the organizational effectiveness survey action item, this initiative was created to provide training to employees to prepare and develop them as future leaders. An organization-wide training was started in 2020 and will continue through 2021 called Everyday Leadership. Additionally, we are working with a consultant to provide training specific to those positions that are non- management yet provide some employee direction (such as leads, forepersons and specialists) so they are better prepared to be successful in these roles and ready for the next steps in leadership. This is slated to be implemented in 2021. • Succession Planning Procedure – The initiative to develop a succession planning and staff addition procedure for use by the Wage & Benefits Committee (W&BC) was not started in 2019, was tabled for 2020 due to leadership bandwidth, and is now on the list for completion in 2021. • Safety Manual and Training – This initiative calls for the review and revision of safety procedures and practices with our Minnesota Municipal Utilities Association (MMUA) safety coordinator, as well as align the American Public Power Association, MMUA, and ERMU Safety Manuals together. This was started in 2020 and will continue through 2021. 63