Implementation Plan Word Lime

Beginning in January 2024, the Department will begin implementation of the Sustainable Strategic Plan by emphasizing a specific topic for each of the next four years. In many cases, work on a specific topic will continue beyond the focus year. We believe there is value to focusing our energy on a specific topic for a set amount of time.  Once these projects have some momentum, it will be easier to sustain success perpetually.  

In January 2027, we will begin another series of outreach efforts on the Sustainable Strategic Plan.  These efforts will coincide with the focus topic for that year, and by Fall of 2027, we will have another phase of the plan ready to implement.  

Foundational Strategies

Following the departmental strategy sessions, ES employees suggested more than 350 individual strategies to reach the six departmental Goals. Many of these strategies impacted multiple goals and several were reliant on other recommended strategies. Every strategy was scored, ranked, and grouped based on employee input. The result was the following 
38 Foundational Strategies which represent a summarized look at all the input received.    

Employee-Focused Strategies: 

  • 360-Degree Annual Employee Evaluations
  • Supervisor Training Program
  • Departmental CAmP Program
  • ES Employee Wellness Committee 
  • Career Development Program
  • Flexible Work Policies
  • Review Employee Benefits
  • Dedicated HR Support
  • Annual Employee Survey
  • New Employee On-Boarding
  • Employee Professional Participation
  • Workspace Etiquette Guidelines
  • Employee Focused Facility Design
  • Employee Listening Sessions
  • Employee Celebration and Recognition
  • Safety Committee
  • World Class Safety Program

The Year of the...

Beginning in October 2023, Environmental Services will begin implementation of the Sustainable Strategic Plan by emphasizing a specific topic for each of the next four years. In many cases, work on a specific topic will continue beyond the focus year. We believe there is value to focusing our energy on a specific topic for a set amount of time.  Once these projects have some momentum, it will be easier to sustain success perpetually.   

In 2027, we will begin another series of outreach efforts on the Sustainable Strategic Plan.  These efforts will coincide with the focus topic for that year, and by January 2028, we will have another phase of the plan ready to implement.   

Beginning Janurary 2024, the Department will go “back to the basics” and focus on the fundamental topics that are an essential part of any good and healthy organization.  During this year, we will make a committed effort to building a strong foundation of leaders necessary to carry out the Sustainable Strategic Plan and we will emphasize vital concepts like new employee recruitment and employee safety. In addition, we will work to implement several of the “shovel ready” strategies recommended by employees. 

360-Degree Annual Employee Evaluations

Establish an "Employee Evaluation Committee" to create a new annual evaluation system for the department that includes 360-degree feedback for employees and their supervisors. Make sure the system is set up so it facilitates constructive feedback, improves communication and maximizes career development. This committee should work closely with HR to identify industry best practices and ensure synchronization with existing policies and programs. 

Leadership Development Program

Establish a "Leadership Development Committee" to develop and implement a comprehensive supervisor training and leadership development program. This program will include (at a minimum) a supervisor handbook with much of the technical information a supervisor needs to be effective; an organized resource of documents and policies for reference; leadership development opportunities; ride-alongs and other opportunities for employees to interact with their peers; incentives for supervisors to get out of the office and be more involved in the work of their employees; and annual training conducted through the Learning Management System (LMS) to keep foundational concepts fresh. The program will equip employees to maximize their career goals while ensuring that all supervisors in the organization are also skilled leaders. This program will also leverage the skills of supervisors to work with their staff on individualized career development plans that include both short and long-term milestones to further the employee's professional development. These plans will likely target specific training and education opportunities and may include classes, equipment training, conferences, or interview assistance. This program should also include a mentorship/job shadow program focused on growing and multiplying leaders within our organization and on building meaningful personal relationships within the department. 

Recruitment Workgroup

Establish a "Recruitment Workgroup" that would lead an ongoing effort to optimize our recruitment efforts. This group will work closely with HR to identify opportunities to improve the quality, depth and diversity of our candidate pools when hiring. This group will create and maintain a dashboard of recruitment and retention metrics which will inform discussion and guide decisions in this area. 

World Class Safety Program

Take the necessary steps to develop a comprehensive safety program for all of ES. This program should include (at minimum) risk assessments of all divisions and a detailed strategy to prioritize, mitigate and train on the most relevant hazards while developing any policies identified in the risk assessment. The overall goal of this program is to ensure a vigorous culture of safety within the department that is supported by the appropriate structure and resources. 

For Immediate Implementation:

  • Be very intentional about getting employee input on the new ES campus.  
  • Maintain dedicated HR support to conduct job studies, develop career ladders, and assist supervisors with employee relations.
  • Continue to engage in environmental regulations and manage our regulatory risk.
  • Incorporate employees into more field trip/field day activities.
  • Be more conscious about utensils, plates, and food waste, especially when we host departmental events.  (For example: find alternatives to water bottles, recycle like we mean it, and preference foodservice vendors who limit excess packaging.)
  • Support the departmental Safety Committee.