typically includes about 50 staff from various bureaus with the executive team serving as sponsors for each objective . An important goal in this work has been to broaden leadership in the department while implementing strategic change .
In the midst of COVID-19 and its effects , the executive team worked to revise and better focus the Strategic Plan . As of December 2020 , the draft Goal 3 was to increase employee engagement and satisfaction . This goal and its strategies are driven by the results of the 2019 Employee Experience Survey . The three strategies under Goal 3 dovetail with the feedback the Working Group received for the Racial Equity Action Plan and the priorities and action items presented in this Action Plan :
• Strategy 1 : Improve hiring and recruitment practices - This aligns with Racial Equity
Action Plan Focus Area 1 : Hiring and Recruitment .
• Strategy 2 : Enhance the employee experience - This aligns with Racial Equity Action Plan Focus Area 6 : Organizational Culture of Inclusion and Belonging .
• Strategy 3 : Build better management skills - This aligns with Racial Equity Action Plan Focus Area 4 : Diverse and Equitable Leadership .
The Racial Equity Working Group is coordinating with the Strategic Plan leaders to ensure a joint and complementary implementation of these strategies , and supporting embedding racial equity in the Strategic Plan .
EMPLOYEE EXPERIENCE SURVEY
As part of the Strategic Plan work and in response to feedback from the 2017 state level Baldridge CAPE awards process , Public Works embarked on a comprehensive employee experience survey in spring 2019 . There were responses from 1,200 employees , which was a very high 82 % response rate . The survey measured effectiveness and importance on 57 topics .
A majority of staff reported high satisfaction with working for the department and found meaning in the carrying out of their work . Most staff are proud of what they do and believe their supervisor trusts them . But , there is low confidence in the department ’ s ability to find and develop the right fit for staff , for building effective teams , and for satisfactorily valuing staff and their voices . And there are disparities in responses by bureau and race that need to be analyzed and understood through a racial-equity lens .
The chart below maps out perceived effectiveness in relationship to importance of issues for staff . The topics that are most important to staff and that the department is seen as least effective on are :
• Hiring
- This aligns with Racial Equity Action Plan Focus Area 1 : Hiring and Recruitment .
• Promotions - This aligns with Racial Equity Action Plan Focus Area 2 : Retention and Promotion .
• Fairness - More information is needed , but this could align with multiple focus areas of the Racial Equity Action Plan .
• Manager ’ s integrity
- This aligns with Racial Equity Action Plan Focus Area 4 : Diverse and Equitable Leadership .
• Manager ’ s leadership skills - This aligns with Racial Equity
Action Plan Focus Area 4 : Diverse
32 San Francisco Public Works