5.3 ERMUSR 02-08-2022 - Laserfiche WebLink

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Review of theStrategic Plan All policies, decisions, initiatives, and tasks by ERMU on behalf of our consumer owners should be in direct line withERMU’s Mission. All planning is conducted through a process which categorizes initiatives under commission-adopted planning themes aligned with our mission, vision, fundamentals, and values. This framework clearly defines how ERMU is expected to operate. This process is intentionally transparent to our consumer owners. The following include highlights, challenges, and results from the 2021 initiatives as well as forward-looking initiatives and goals: Theme 1: Communication – Improve the effectiveness of our communications inside the organization, with our customers, and with the community. Live Chat System – This initiative was created as a 2022 project to explore options for a Live Chat system to be utilized by customers and supported by staff. Disaster Recovery Plan – Staff established a 2019 initiative to develop a utility specific DisasterRecovery (DR) plan that would complement the existing City ofElkRiver Emergency Operations Plan. While the existing city plan is focused more on emergency restoration efforts following a disaster, the utilities DR plan will be comprehensive, identifying all-hazards facing the utilities, utilizing best practices found within the National Incident Management System (NIMS), and following Incident Command System (ICS) structures. Included as part of this plan will be a component addressing Business Continuity throughout the recovery effort. This work is being coordinated with the Fire Chief’s efforts to update the City of Elk River Emergency Operations Plan. The ERMU DR plan development continued into 2021 and will be a continuously evolving document as it is tested during annual exercises and real incidents. Customer Satisfaction Feedback Tools – In the past, we have utilized an in-house developed customer survey to evaluate our customers’ satisfaction with our service. There was very low participation in these surveys and data was usually skewed by recent complaints rather than a true representation of our total customer base. This initiative was developed to research, evaluate and revise customer satisfaction feedback processes and tools for better utilization and data. A consultant was selected, and two surveys will be completed in 2022 and evaluated to determine success and future direction. Theme 2: Personnel and Governance – Develop our most valuable and vulnerable assets, our commissioners, employees, leaders, and future leaders. Develop Succession Plan for General Manager Retirement – This initiative was created to be proactive with the replacement of the General Manager retirement 12/31/2022. Baker Tilly was selected as the consultant to coordinate the executive search and work has begun early 2022 with hope of replacement around mid-year. ______________________________________________________________________________ Page 2 of 8 65