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N <br />(D a) ar <br />O 5. ' 4 . <br />n) 5 CO. <br />a <br />ea • 7 <br />O D <br />a) <br />(D E <br />? p <br />n m <br />CD <br />Q T <br />fD <br />0 - <br />C <br />n v n <br />!y <br />(7 N �p <br />0 e* <br />CD <br />cc a <br />0 <br />cD <br />3 -a <br />0) <br />o <br />CD <br />0 <br />c <br />1 <br />cD <br />v <br />3 <br />cD <br />CD <br />Enhancing <br />organizational structure <br />Enhancing <br />governance structure <br />Strategic Initiative <br />1 53 <br />52 <br />51 <br />0 <br />CO <br />48 <br />i <br />0) <br />0) <br />Tactics <br />Evaluate performance management <br />HRIS systems <br />Develop and implement a supervisor <br />training program <br />Develop a cross - training, succession <br />planning, 3 Deep strategy <br />Update key human resource tools -job <br />descriptions (basis for employee <br />performance and pay strategy) and <br />development plans <br />Update and distribute Personnel Policy; <br />ensure Personnel Policy mirrors labor <br />a• reements <br />Reclassification of jobs <br />Review organizational structure for <br />efficiency and effectiveness (reporting, <br />grouping like work groups, etc.) <br />Dissolve HRA <br />Modify the authority of the City <br />Administrator <br />Description <br />0 <br />Status <br />Currently, working with Apprize and LOGIS. <br />Anticipated 2016 budget item. <br />Courses were held in November and December <br />2014, all supervisors completed the Ramsey <br />Management Academy. <br />Proposed for 2015 as Full -Time Office Assistant <br />was not approved for 2014 <br />Key position descriptions have been updated and <br />new Personnel Policy was adopted. <br />Ongoing <br />2015 <br />Approved and effective January 1, 2015 <br />Notes <br />• Adopted up -to -date HR security and <br />tracking <br />• 100% trained supervisors <br />• A plan to increase bench strength <br />• 100 percent updated job descriptions <br />• Updated Personnel Policy <br />• Enhanced clarity and transparency among <br />staff <br />• Retained key employees <br />• Develop a three year staffing projection <br />• Established highly- functioning and <br />sustainable organizational structure <br />• Reduced redundancy, administrative work, <br />and time <br />• Decreased stipend expenses by 100 <br />percent <br />• More transparency in tax statements. <br />• Centered responsibility and accountability <br />of City's performance with one person <br />• Achieved significant savings by reducing <br />the number of Personnel Committee <br />meetings and Council agenda items <br />Key Outcome Indicators /Metrics <br />N <br />(D a) ar <br />O 5. ' 4 . <br />n) 5 CO. <br />a <br />ea • 7 <br />O D <br />a) <br />(D E <br />? p <br />n m <br />CD <br />Q T <br />fD <br />0 - <br />C <br />n v n <br />!y <br />(7 N �p <br />0 e* <br />CD <br />cc a <br />0 <br />cD <br />3 -a <br />0) <br />o <br />CD <br />0 <br />c <br />1 <br />cD <br />v <br />3 <br />cD <br />CD <br />