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IMPLEMENTATION PLAN
The following are the recommended next steps for this engagement. Each of the recommendations have
been classified as short, medium, or long-term.
RECOMMENDATION IMPLEMENTATION PLAN: PRIMARY OBSERVATIONS
SHORT TERM: <60 DAYS MEDIUM TERM: 61-120 DAYS LONG TERM: >120 DAYS
PRIORITY
• Consider delegating approval for certain
procurement and other Commission
expenses from the Commission Chairman
to the Executive Director.
• Curtail the use of the timesheet clock in and
clock out process for non-probationary
employees. Consider alternatives to offer
management to manage time and
attendance.
• Consider the use of a flexible work policy
for professional staff.
• Organize and hold a meeting with
management and another meeting with all
PSC staff to rollout the results of this
assessment. (Completed)
• Develop an employee centric Newsletter
highlighting key internal commission
activities.
• Create a mechanism for internal employee
input into process improvements (e.g.
“Letter to the Director” or an Employee
Suggestion Box).
• Create a volunteer Culture or Engagement
Team”, “Team PSC” or similar mechanism
for planning social activities.
• Consider a comprehensive orientation
process for new employees that includes
the existing New Employee Orientation
(NEO) Guide.
• Conduct an immediate evaluation of the
senior leadership team (excluding
Commissioners) and managers to ensure
the capabilities are within the existing
position requirements.
• Conduct a formal review of the current
organizational structure to help ensure
overall operating efficiency.
• Review the Consumer Service Specialists’
Team’s interactions with external
stakeholders. Prescribe a Monthly Actions
and Engagements Report to be aware of
communications, get feedback and
evaluate if relationships are effective
amongst all consumer service entities.
• Develop a comprehensive communication
plan.
• Examine the existing hearing process to
identify further efficiencies and process
changes.
• Hold a quarterly All-Hands meeting,
coordinated by the Executive Director and
led by the Chairman, to communicate with
all staff simultaneously.
• Conduct a process assessment that
determines the adequacy of existing
processes.
• Implement a merit-based bonus and
compensation structure that ties directly to
the performance evaluation process.
• Consider non-financial benefits such as
two-day telework options and employee
recognition events.
• Build a Legislative Affairs Office to focus on
City Council relationships, emerging policies
and other issues affecting the Commission’s
areas of responsibility. Consider assigning a
dedicated policy resource to this team to
proactively address and research trending
issues of which the Commission may have
future impact.
• Update the Commission’s website to include
more ratepayer-friendly features and to
include all case and issue documents from
the Commission of interest to all
stakeholders.
• Consider expanding the number of
Commissioner staff to include additional
attorney and policy resources.
• Determine whether ALJ’s can be effectively
integrated into the adjudication process at
the Commission.
• In addition to the Commission’s overall KPIs,
consider revising or adding additional KPIs
and performance measures to track
organizational performance to position
descriptions which reflect the task
requirements and support a Commission KPI
objective.
• Improve Commission Standard Operating
Procedures (SOP)’s with flow charts of
activities reflecting interdepartmental
workflows and connections.
• Develop a formal management and
employee training program that focuses on
key human resources activities such as
performance management, coaching,
counseling, development and professional
job certifications.
• Establish training and travel budgets at the
Department level and allow the Director full
flexibility in allocating these funds as
appropriate.
• Develop a more comprehensive staff
evaluation process.