On october 23rd to 2019, the main fax number stopped working, so i thank you can appreciate during these last days of open enrolment thousands of applications can be faxed in at that time. We identified that the issue was with the phone line and not the fax server or the software. We reached out to the Technology Partners and they just so completely understood our sense of urgency around that. They were able to get at t out to our premises and then they kept doing additional onsite troubleshooting with us as we looked at the fibra networks and the Telecom Lines and they were able to meet me outside Business Hours to resolve things as expediently as possible. And ultimately they diagnosed a loose wire in the basement. Isnt it always Something Like that . They were tremendous. The individuals were deeply invested in getting us back up and running. Im so very grateful for the expertise and assistance. Thank you to the department of technology. Thank you. Thank you, marina. So with that, i will transition to do a presentation on the Employee Engagement survey. I will go to the podium. Following my presentation, i have asked carrie to present to you a brief presentation on the e. A. P. Critical Incident Response is that the team has done for a long time, but particularly this year it has been quite a year. We had the opportunity to present this to the Mayors Department head meeting yesterday which is why i did not put it out in advance. I didnt want to usurp the mayor mayors viewing of it. They literally the only changes the fact that carrie will presented to you rather than myself. I will step to the podium. Okay. Do we have it on the screen . There we go. Okay. First and foremost, i would like to thank all the Staff Members that actively participated in this process. It is profoundly important as an employee that your voice is heard and thus we named it. As an organization, we are committed to survey results to create action plans to improve Employee Engagement on a continuous basis. We appreciate the opportunity to work with Talent Systems intelligent Talent Management consulting firms based in palo alto. Hs as a worked in partnership with its to review the 2016 total with approving the statistical validity and productiveness of the 2019 survey results. The survey went quite well and we thank you will be interested in the results. This presentation will cover the surveys purpose implementation and overview of survey scales. The survey resulting by scale and category and the themes that emerge from the survey and proposed next steps for Action Planning. The purpose is defined to the extent in which employees still who are passionate about the jobs and are committed to the organization and put discretionary effort into their work and are willing to refer. Engaged employees produce a greater output and a Higher Quality level and less engaged employees, and will stay with the organization longer. This leads to increased retention and organizational knowledge and reduced training and turnover expenses. The survey has a dual purpose during the strengths of employees in identifying areas of continuous improvement. Let me get on the same page here the survey was administered in august through september. They were a total of 52 items. Fortynine on a 15 rating scale and one multiple choice, and two open ended items. The double rating scale allowed us to look at effectiveness and importance. Fortyeight employees responded that as an uptick from the prior survey in 2016, there was a 90 Response Rate and a 96 Response Rate in 2019. The only persons who were not able to participate or were on a leave of absence. The engagement i want to clarify, these rating scales will be defined in detail further in the presentation. I want to note that its has been in the business of Employee Services since 1999. They stated in 96 Response Rate was the highest they had had from any organization. This excellent Participation Rate indicates a high level of trust. We had a small number of staff taking the survey for the first time, and the rest were experiencing a subsequent time, yet we had stability in our scores and above average, minimal downward trends and substantial upward trends reflected in the data on future slides. Slide five. Engagement survey scales. Items marked on the survey roll up into five scales. Alignment, fit, team, growth, valuing, with Employee Engagement being the outcome at the centre. These five categories represent action areas that drive or detract from Employee Engagement each of the five categories are defined on the righthand side of the slide. Next slide. Overall, results by scale, as mentioned earlier, the survey used a double rating scale showing its importance. They reflect how important it is to staff and how positively staff feel they support the focus area. The goal is to have minimal differential between the scores for each category. H. S. S. Had less than one point difference between the categories. We had a 1. 7 differential in supporting the category of growth, which is one area of focus for Employee EngagementAction Planning discussed later in the presentation. On the rating scale of one through five, scores of three or higher are above average for any organization. H. S. S. Meets this threshold across all categories. On slide seven, the Overall Results by category. The favourability score is this defined as the average of the respondents that rated agree or strongly agree on the survey items in each category. Increases in favourability ratings were seen in the areas of alignment, valuing, team, and fit. That represented the highest increase at 9. 97 and speaks to our ability of onboarding the right staff for the right positions. Decreases in favourability ratings were seen in the areas of Employee Engagement and growth. These minimal decreases range between one and two . These areas are still considered important. Slide eight, Staff Members, we were assured anonymity and in responding to answer answering openended questions. Open ended question one. Open ended question number two. What are some of the opportunities for improvement in this department . H. S. S. Worked with i. T. S. To analyse scores for effectiveness , importance, favourability, and open ended question responses to identify overarching themes that lead to Action Planning. The three themes for the 2020 Employee Engagement action plan include collaboration, Employee Recognition, career, and Employee Development. Slide eight reflects the staff to do perspective on the current state of each focus area and future visioning for improvement opportunities. Slide nine, Employee EngagementAction Planning steps based on themes. Slide nine identified Action Planning steps in the areas of collaboration, Employee Recognition, career and Employee Development, and three themes that steph identified as being top priority for them. These Action Planning steps are a combination of improvements to existing h. S. S. Programs, processes, as well as new endeavours and collaborations that we plan to pursue within and across divisions. As you can see on the action plan and collaboration, were talking about the lean 101 Quality Improvement initiative which we reported out to you on several occasions and we will plan to continue to do so. We have recently had a meeting with the department of Human Resources to work with them in partnership on some improvements that we have identified. The lean training itself in that way and that way of thinking and working has been fully embraced by the staff. We intend on continuing to use that methodology for other process improvement and it will expand the opportunity for staff to develop skills in process improvement. Employee recognition, we will continue to diversify staff celebrations, support the culture of the person and wellbeing. We are developing an interdivisional committee tasked with developing an ongoing Employee Recognition program. And enhance employee performance appraisal process by incorporating opportunities for management to recognize and nurture professional development goals, identified by the staff. In the career and Employee Development area, we are looking at developing a Baseline Assessment of skill level by position and classification and use that analysis to enhance skill building pathways that improve effectiveness in the staffs roll and prime them with Transferable Skills for advanced position within or outside of the department. We are partnering with the department of Human Resources to provide refresher education on training and professional Development Opportunities that are available to the city and county staff, including career counseling and advisement. So throughout this engagement survey, we learned about our organizational strengths. Employees find that the work they are doing is meaningful. Employees feel their personal strengths are put to good use and the type of work that they are doing. Employees know how to contribute to the department and Division Success and they are highly committed to the departments mission and purpose. We also learned that opportunities exist to further support our Employee Culture of recognition for good performance , to evolve our staff in more process improvement projects that would support across collaboration and provide additional opportunity for ongoing learning and Skill Development that increases staff effectiveness and future professional positions within h. S. S. And beyond. As an organization, were committed to using these results for Action Planning that improves Employee Engagement on a continuous basis. We again thank the staff for the feedback. Any questions . I had a couple questions. Number one is, im assuming can you clarify whether a survey was done online and whether employees have the opportunity to do it outside the workplace . Was there access to the portal so they could do it privately at home or wherever . Yes, and yes. Okay, good. How long does it take on average to complete the survey . Ten minutes 12 minutes. And under Employee Recognition, what are the issue one of the issues that i think we all grapple with is how our members also acknowledge employees for their outstanding experience that they have had, and also when they are maybe have less than outstanding experiences. How does that fit in to the action plan for Employee Recognition, or is that an issue that is addressed separately . We havent discussed that. I think that is a really nice perspective to bring to the table and to look at it. I know we have a Strategic Plan and an effort to and we have the new phone system coming in and looking at how use salesforce and capture the nature of the calls are coming into Member Services. There is an obvious opportunity in working continuing to work to understand the roles that Member Services plays and how well they are doing. I think that is one area, and then soliciting member engagement. We have been doing it through a variety of special interest focus groups over the last year. We have done three different series of focus groups to speak directly to the members, but i do think that what you are calling out is worth consideration and we shared think through how we do it. I dont know if our managers are here that have experience of hearing some of the accolades we do get from our members and how that is shared with their staff. And then, of course, when there is issues that of performance, then the council needs to review it. This is from the 2016 survey. These are some remarks and sustained improvements. I commend you for undertaking this activity again, given the fact you have been here a little over a year and a half or so, but i think the inputs from the Management Team and the commitment to the managed team to support what you have identified is going to be critical over the next few months. So to the degree that you are committed to move in the direction, i commend you. Thank you. Okay. I would like to turn the podium over to carry carrie who will talk about the a. P. For managers in times of crisis. Hello. I am the manager of h. S. S. I will spend a few minutes talking a little bit about the presentation that abbey did yesterday. We want to talk about e. A. P. And a time of crisis in the service they provide to managers. We have three e. A. P. Counsellors their pictures are in front of you. Collectively they have over 50 years of experience and all three of them are licensed and f. T. E. E. A. P. Has two main core services. They have personal services and organizational services. Under personal services, they offer counseling and they do referrals, and her organizational services, they offer consultations, workshop training, mediation, and critical Incident Response. Today i will spend some time focusing on personal referrals and the organizations organization 20 around the critical Incident Response. E. A. P. , in regards to referrals, they actually do a lot of work when a member will call and have challenges on how to Access Mental Health services through their health plan. They will actually help to navigate that system. They also have liaisons within all three of our health plans that provide them a direct line. So should there be an issue or a concern a member is having that they dont feel they are getting the right type of care, they connect with these liaisons through our health plans, and those liaisons can actually react very quickly. They also work to do a lots of collecting data to see what is working and what is not working, and that information is provided back to our liaisons to see how the health plans can improve the services and getting the right type of line of connection to our members to the right people. I will pause there to see if theres any question specifically about the referral process. Are the e. A. P. Team members all full time . Yes. So for organizational services, i will focus on critical Incident Response. A critical Incident Response typically is an event that overwhelms an employee when it comes to something that is not atypical to their Work Environment and theres actually two kind of pieces to this because we do understand that there is a large portion of the workforce within the city that our First Responders and that type of work is very typical. So please note we will talk more about responders a little bit later in the presentation. Some of those items you might see our work violence, workplace violence, death of a coworker or patient, or client itself. Death to a family member, natural disasters, Sexual Assault or even a physical assault. We would you find it, marina. We have seen quite a bit of an increase in regards to the Critical Incidents over the course of the last several years , so as you can see on the graph in front of you, it actually will show you that we have seen an increase by a substantial amount. We do relate this to very heavily being that the word is getting out there. That people know e. A. P. Is here for them and they are really able to utilize that service for them. So for this year alone, we have actually had 64 trauma responses where e. A. P. Has been called out to act and to provide support for individual employees and or departments as a group. In regards to the response, one of the things that we have learned through the process is not one situation is the same, so it is really determined by a case by case basis. However, there are some typical best practices that they move through as they are dealing with a department who has suffered some sort of a Critical Incident these would include an initial consultation. They have a point of contact within the department and someone who is of a higher level to get them engaged to talk about how they want to approach their group. They do an assessment, they will provide some sort of negotiation or agreement on how they are going to work with the department, and then they will work to inform and move forward through next steps. Some of the materials that they provide in the response is they do h