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<br />______________________________________________________________________________ <br /> <br />Page 3 of 6 <br />• Jackson Street Water Tower – This is the remaining piece of the initiative from 2020; to <br />have a monument placed at the tower site acknowledging its historical significance. <br /> <br />• Display Options for Achievement Awards – This initiative is to research display options <br />for plaques, awards, etc. and additional branding signage for mission/vision items. <br /> <br /> <br />Theme 2: Personnel and Governance – Develop our most valuable and vulnerable assets…our <br />commissioners, employees, leaders, and future leaders. <br /> <br />• Develop Succession Plan for General Manager Retirement – With the upcoming <br />retirement of the General Manager staff would like to develop a succession plan <br />considering needs and internal staff options, planning for potential internal transitions <br />and external transitions. <br /> <br />• Develop Succession Planning Procedure – This is a carryover initiative to develop a <br />succession planning and staff addition procedure for use by the Wage & Benefits <br />Committee (W&BC). This was still identified as a need and should be completed before <br />the new GM is hired. <br /> <br />• Inventory Assistant – This position was identified as a potential future position in our <br />organizational chart. As we will have secure inventory storage at the Field Services <br />Building, this has been identified as a need in 2022. <br /> <br />• Governance & Management Policy Manuals – These are carryover initiatives from prior <br />years needing some additional work before being considered complete. The work <br />started in 2018 and completed in 2020 was the separation of the policies to the <br />appropriate category of Governance or Management. Many of the Governance Policies <br />were created as this was done and now there is mostly formatting, and some revision <br />left. There are a few Governance Policies to be developed (Third Party Attachment to <br />Assets, Margins, and Competitive Rates). The Management Policy Manual has a lot of <br />formatting and revision to undergo yet and is on hold until the Governance Policy <br />Manual is complete. <br /> <br />• Wellhead Protection Plan Amendment – This initiative is due to needing to submit our <br />plan amendment to the Minnesota Department of Health in 2023. There is review and <br />evaluation needed in preparation for this submittal which will take significant staff <br />resources. <br /> <br /> <br />Theme 3: Strategic Thinking – Create a culture of strategic thinking and ensure line of sight from <br />mission to vision. <br /> <br />60