• DEPARTMENT
    Human Resources
    • PROGRAM
      Human Resources
      • ACTIVITY
        Salary and Benefits Management: Health, Dental, Vision, and other Ancillary Benefits
        • CORE LEVEL
          Traditional
          • COMMITMENT
            The City strives to maintain a benefit premium cost that employees can afford. The Human Resources Department (HR) works with the Finance Department, the executive team and the benefits consultant, HUB International, to implement cost-control strategies, which includes Requests for Qualifications (RFQs) prior to contract renewal and annual benchmarking. This information is used to establish rates and premiums that reflect the cost of administrative fees for all coverages and projected medical claims. HR manages the relationship with the consultant and the Employee Benefits Committee, provides plan design recommendations, and administers the benefit plans on a daily basis.  HR reconciles the benefits invoices monthly, coordinates purchase orders, and approves invoices to ensure payments are accurate and paid on time.
      • ACTIVITY
        Talent Management: Talent Acquisition
        • CORE LEVEL
          Mandatory
          • COMMITMENT
            All recruiting and hiring is done in compliance with federal laws prohibiting discrimination in hiring and employment practices against members of a protected class. When HR is notified of a pending vacancy, a dialogue is initiated to establish the need to fill the upcoming vacancy. This includes completing a request to recruit, along with the review of the job description and job posting.  Once the request is approved the position is posted on the online application and applicant tracking system which allows HR to post positions online, submit applications of qualified candidates to departments electronically and allows candidates to update their applications for each job. In 90% of cases, this approval process with necessary paperwork (job description, memo, and job description questionnaire) and posting to the online applicant tracking system is completed in no more than five business days. Exceptions occur when a reclassification (modifying the vacant position) or classification (new position) is requested by the department. The departments request a posting timeline (generally five or ten business days), and when the posting closes, HR screens applications for minimum qualifications and forwards qualified applicants to the department for review within three business days. HR assists departments during the posting, interview and hiring process. Time to fill varies based on the time it takes the department to review applications and panel availability for interviews. HR would like to have interviews completed within ten business days of sending applicants to the department, but that is not possible for every position. The time it takes for vacancies to be filled contributes to the overall efficiency of the organization, but can vary based on the availability of the chosen candidate. The department is responsible for establishing the starting salary of the final candidate. The Department Director can approve up to 15% over minimum of range. Over 15% must be coordinated with HR and the Assistant City Manager to establish an appropriate salary to make sure it complies with City policies, is in-line with current employees and does not violate federal law. Salary review is usually completed in the same business day. When salary and start date are identified, the department issues a conditional job offer to the candidate and obtains a release of information which allows HR to begin the background process. While the department checks work references, HR initiates the background and drug screening process, which takes approximately five business days to get results to clear the candidate for hire. HR maintains regular contact with the department and candidates during this background process. Once cleared, the candidate is sent onboarding documents for employment through the online application and applicant tracking system and is given instruction by the Human Resource Business Partner (HRBP) on when and where to report on day one, and how to pick up materials they need for In-processing, which includes benefits information and the Employee Policy Manual on USB so they can review prior to In-Processing.       
      • ACTIVITY
        Salary and Benefits Management: Compensation
        • CORE LEVEL
          Essential
          • COMMITMENT
            Maintain competitive salaries to other agencies and market. HR maintains and reviews compensation policies. Human Resources Business Partners (HRBP) analyze and classify jobs to ensure that non-public safety positions are placed in the correct pay grades. Annual surveys are conducted on a third of the non-public safety positions, whereby all positions have an opportunity to be surveyed in a three year period. In addition, surveys of public safety positions are completed by contacting public safety benchmark cities to ensure that pay remains competitive with the market and in accordance with the City's Compensation Policy. The HRBPs, Director and Assistant Director review survey results, analyze and compare to our current structure, and consider other factors such as hard-to-fill positions and time-to-fill. HR provides survey results on public safety, management, fire and police annually to the City Council Compensation Committee and the executive team with recommendations for position and structure changes. The information is provided during the budget process so that changes can be implemented for either a fiscal or calendar year implementation.
      • ACTIVITY
        Talent Management: New Hire Onboarding
        • CORE LEVEL
          Traditional
          • COMMITMENT
            New Hire Onboarding is a multistep process that begins prior to the employee's start date with setting up the employee's workspace and computer access, and providing logistics for in-processing. New hires are in-processed each Monday on their first day of employment by collecting required paperwork for benefits, payroll, IT, and federal, state and City policy compliance. The HRBP provides an overview of systems, policies and training during in-processing. New hires are entered in HR systems within the first week and a Payroll Status Change Form is sent to Payroll for processing. All new hires are processed through E-verify within three business days of hire. The HRBP then follows up with the department and new hire at least twice in the first six months of employment, to make sure the employee is successful in their position.
      • ACTIVITY
        Talent Management: New Hire Orientation (NEO)
        • CORE LEVEL
          Traditional
          • COMMITMENT
            Ensure that the recipients of departments' / offices' services are well informed by facilitating communication and providing the most up-to-date information. New Employee Orientation (NEO) takes place monthly on the last Thursday of each month and last approximately four hours. New hires are required to attend the first New Employee Orientation (NEO) following their hire date and reminders and invitations are sent out by the department specialist to the new hire, their supervisor and director. A Human Resources Business Partner (HRBP) facilitates each NEO. The HRBP reviews employment policies and how they tie to the organization's CHAMPS values.
      • ACTIVITY
        Talent Management: Workgroup Alignment (Reorganizations)
        • CORE LEVEL
          Traditional
          • COMMITMENT
            Reorganizations occur on occasion based on changing business priorities. The HR Department will work with the department on job description development, salary structure placement (grading), memos and payroll status change forms. HR will forward the Classification/Reclassification form through the electronic approval process and after approvals are received, position changes are made in position control. HR will then process the payroll status change forms within two pay periods of approval.
      • ACTIVITY
        Talent Management: Performance Management
        • CORE LEVEL
          Traditional
          • COMMITMENT
            Performance management includes the formal evaluation system which is used to document each employees performance and provide them with an overall rating. The Human Resources Department (HR) manages that system and  manages the contract. Yearly evaluations are completed by supervisors for every employee due by November 30. Employees may receive a merit increase dependent upon the budget each year. Performance can be addressed outside of the formal evaluation process through a Performance Improvement Plan (PIP) which HR helps the requesting department prepare. A PIP lasts for 90 days and HR's role is to follow up with managers to make sure they are fulfilling their role and documenting employee performance during the 90 day period.
      • ACTIVITY
        Talent Management: Employee Relations
        • CORE LEVEL
          Mandatory
          • COMMITMENT
            The City's employment policies and practices comply with Title VII of the Civil Rights Act, the Americans with Disabilities Act (ADA), Pregnancy Discrimination Act (PDA), Age Discrimination in Employment Act (ADEA), Equal Pay Act (EPA), Genetic Information Nondiscrimination Act (GINA), Uniformed Services Employment and Reemployment Rights Act (USERRA), Fair Labor Standards Act (FLSA), Family Medical Leave Act (FMLA), Health Insurance Portability and Accountability Act (HIPAA), Patient Protection and Affordable Care Act (PPACA), state Workers Compensation law, and the City of Sugar Land's employee policies which prohibit discrimination in hiring and employment practices against members of a protected class, employees who have or continue to service in the military, or have a medical condition, etc. The Human Resources Department investigates, manages, and responds to complaints which may violate the above laws or City policies as soon as is practical. The process includes collecting witness statements, developing interview questions, preparing a notice to complainant and witnesses appraising them of their rights, responsibilities and timeline based on the complexity of a complaint, preparing a report if necessary and making recommendations to the director or executive team member. In addition to investigating complaints, HR strives to acknowledge employee questions and concerns regarding any topic within one business day or as soon as possible; and also attempt final resolution in one business day, however this can be longer based on the complexity or the issue or if a third party needs to be involved to provide resolution. HR cross-trains staff and HR Business Partners share on-going issues so that other HR Business Partners may respond to employee questions in their absence.
      • ACTIVITY
        Talent Management: Employee Retention
        • CORE LEVEL
          Traditional
          • COMMITMENT
            The Human Resources Department recognizes that employee retention is a key challenge and continues to look for innovative ways to boost morale, motivate, and create employee satisfaction. Employee retention is critical to the long term health and success of the City. The Human Resources Department offers programs to recognize employee achievements, training opportunities to develop the employee’s knowledge, skills, and abilities, opportunities for advancement, pay based on performance, and coaching that fosters a culture of wellness and productivity. All of these efforts have resulted in an average annual turnover rate of around 10% for the last three fiscal years, the goal is to stay below 12% as an organization.
      • ACTIVITY
        Talent Management: Intern Program
        • CORE LEVEL
          Quality of Life
          • COMMITMENT
            The Intern Program has been a successful means of attracting talent to the City and has resulted in a number of successful hires in key positions. The executive team notifies HR of available funding and organizational need which dictates the number of intern positions that can be filled each year. A Human Resources Business Partner (HRBP) is assigned to manage the Intern Program each year. Departments are sent a Request for Intern form to complete by a given deadline. Requests are reviewed and culled by HR to establish the positions for which the City will recruit. Departments are notified of approved requests prior to posting in early spring. A posting is prepared, applications are reviewed and interviews are conducted by a panel consisting of stakeholders for all positions. The Interns are usually in-processed mid-May, depending on availability. The Program requires the HRBP managing the program to coordinate tours of City facilities, and provide cross-training and team-building opportunities.
      • ACTIVITY
        Organizational Development: Organizational Training
        • CORE LEVEL
          Mandatory
          • COMMITMENT
            The City requires all new hires to complete the following training in the online training management system: Sexual Harassment (for employees or managers), Violence in the Workplace, National Incident Management (NIMS) 100, 200 and 700 (emergency preparedness), and Ethics. Employees complete all but the NIMS courses within 30 calendar days of hire, and are given 90 calendar days to complete NIMS courses. The Human Resources Department conducts Supervisor 101 training three times each year and benefits training prior to and during open enrollment. Policy training is provided as new policies and processes are developed. Training records are tracked and reported through the City's training management system. The Human Resources Department requires that HR and the Finance Department staff complete Health Insurance Portability and Accountability Act (HIPAA) training every two years; sexual harassment training for supervisors is sent through the training management system every two years. While HR cannot ensure compliance, it is responsible for assigning training and notifying Directors when employees are not in compliance.
      • ACTIVITY
        Organizational Development: Succession Planning
        • CORE LEVEL
          Quality of Life
          • COMMITMENT
            Employees tend to be more satisfied in their jobs when they have opportunities for growth and development. Develop employees to step up into positions when employees leave or retire from the City. The Human Resources Department provides programs, such as a Supervisor 101, for those interested in growth within municipal government and the City. The City also offers Tuition Reimbursement Program that encourages employees to further their education.
      • ACTIVITY
        Salary and Benefits Management: Healthcare Reform
        • CORE LEVEL
          Mandatory
          • COMMITMENT
            The Patient Protection and Affordable Care Act (PPACA) requires compliance with mandated reports and various fees. The City's third party vendor sends IRS form 1095C to each employee by January 31 and files a master report with the federal government. This report indicates if employees and their dependents were covered by the City's group medical plan for each month of the prior calendar year. HR completes and files the Patient-Centered Outcomes Research Institute Fee (PCORI) required by PPACA with the IRS by July 31 for the preceding year. HR complies with Affordable Care Act (ACA) Wellness regulations that require offering alternative means of achieving Wellness goals and providing an explanation of how Wellness data is used to employees.
      • ACTIVITY
        Health & Wellness
        • CORE LEVEL
          Traditional
          • COMMITMENT
            The Wellness Program plans and coordinates activities for employees and their covered dependents each calendar year for the purpose of increasing health awareness. 
      • ACTIVITY
        Organizational Support: Employee Communications
        • CORE LEVEL
          Quality of Life
          • COMMITMENT
            Ensure that the recipients of departments/offices are well informed by facilitating communication and providing the most up-to-date information via the Employee Intranet, utilizing the Employee Hotline, and/or utilizing the Emergency Notification system.
      • ACTIVITY
        Organizational Support: Employee Recognition
        • CORE LEVEL
          Quality of Life
          • COMMITMENT
            Human Resources makes recognition a priority as a leadership tool that sends messages to employees about what behaviors are important and valued. The Human Resources Department manages and provides the funding for these programs that reward and recognize employees for their achievements with the City.
      • ACTIVITY
        Organizational Support: Employee Policies
        • CORE LEVEL
          Essential
          • COMMITMENT
            Human Resources develops policies and reviews the Employee Policy Manual annually and as updates are needed. Human Resources Business Partners offer assistance and support in the interpretation of the Employee Policy Manual. Updates are posted on the employee Intranet to share with employees.
      • ACTIVITY
        Organizational Support: Emergency Management Oversight
        • CORE LEVEL
          Essential
          • COMMITMENT
            The Human Resources Department manages a labor pool when needed in wide-scale emergencies as requested. The labor pool provides a coordinated effort to utilize all city employees during any disaster and supplement a lean staff that traditionally responds during emergencies. As part of the coordination of the labor pool, Human Resources manages an employee hotline used to communicate valuable information to employees during wide-scale emergency.
      • ACTIVITY
        Personnel Management
        • CORE LEVEL
          Essential
          • COMMITMENT
            Management of all personnel related functions such as non-required staff training, employee relations, new employee recruitment, timely processing of timesheets, and personnel actions. This includes emergency conditions situations that require employees to fulfill their individual responsibilities to maintain and restore essential City services. ​
      • ACTIVITY
        Budget Management
        • CORE LEVEL
          Essential
          • COMMITMENT
            Monitor expenditure activity to ensure year-end expenditures are within 3% of the planned budget and that all expenditures are made within the Interdepartmental Purchasing and Contracting Authority Policy (PU 101) and state law.
      • ACTIVITY
        Contract Management
        • CORE LEVEL
          Traditional
          • COMMITMENT
            Maintain all contracts and remain within 1% of approved budget. Receipt invoices within one business day, according to Interdepartmental Accounts Payable Policy (AC 101).
      • ACTIVITY
        Accountability & Strategic Planning
        • CORE LEVEL
          Traditional
          • COMMITMENT
            Completion of Performance Measures, Service Delivery Plans and Strategic Projects on time. Quarterly reporting submissions. Participation in organizational assessments when scheduled. ​
    • PROGRAM
      Risk Management
      • ACTIVITY
        Property and Liability Insurance Program: Annual Insurance Rerate.
        • CORE LEVEL
          Essential
          • COMMITMENT
            Manage the insurance program by annually reviewing and updating any changes to our operations. The Texas Municipal League Intergovernmental Risk Pool (TMLIRP) requires each member to provide updated information through the Annual Rerate Exposure Summary documents. This update is used to determine our annual contributions (premiums). The Rerate Exposure Summary also provides information on changes in our operations or exposures that might require additional insurance or Risk Management staff attention. The rerate process begins every year in May and is due within 30 business days. During the rerate process, the City's Risk Management staff reviews and analyzes the City’s payroll, employee population and employee classifications, and volunteer hours to ensure accuracy of data and the information. During this process Risk Management staff also reviews the insurance limits, deductibles and other insurance options to determine the need for changes to the insurance program. For any changes to operations, added/deleted/amended vehicles, facilities, equipment or other areas of exposures. Risk Management staff works with the Fire Department, Police Department, Aviation Department, Public Works Department, Parks and Recreation Department and Environmental and Neighborhood Services Department during the rerate process by reviewing and comparing the insurance schedules of property, automobiles and mobile equipment against assets records and inventory. The information provided in the rerate exposure summary is used to determine the City’s contribution.
      • ACTIVITY
        Property and Liability Insurance Program: Insurance Schedules
        • CORE LEVEL
          Essential
          • COMMITMENT
            Manage and monitor to maintain current and accurate insurance schedules on a daily basis to ensure that all City property and assets are insured. Staff is responsible for adding, deleting or modifying property, mobile equipment and fleet that are acquired, sold, renovated and total loss. Since property schedules determine our insurance premiums, maintaining current and accurate schedules is essential and also prepares staff for the annual insurance rerate.
      • ACTIVITY
        Claims Management: Processing Claims (Property, Fleet and Mobile Equipment, EEOC and Lawsuits)
        • CORE LEVEL
          Essential
          • COMMITMENT
            Manage and monitor claims to eliminate, reduce, or mitigate the City’s exposure to loss resulting from vehicle accidents, third party liability claims, and property damage/loss. Administration of the Property and Liability claims includes recovery of costs to damaged City property or equipment from liable third parties and liabilities that the City may or may not owe to others. Managing claims involves receiving, investigating, monitoring and subrogating the claims. When notice of a new claim is received, Risk Management staff works with Fleet Services or the respective department(s) within two business days. At this time records, pictures or other documents related to the claim are collected. All liability claims are assigned to TMLIRP, including auto liability. Risk Management staff and the Legal Department work together on managing and monitoring lawsuits (applicable to insurance) and Equal Employment Opportunity Commission (EEOC) charges. Risk Management staff remains the liaison between the City Attorney's Office and the Texas Municipal League Intergovernmental Risk Pool (TMLIRP).  Property claims that rise above the $10,000 or $1,000 deductible are turned in to TMLIRP. Claims that are under the deductible are handled in-house. Primarily, property damage claims result from other drivers colliding with traffic light poles and pedestrian poles and windstorm damage or flooded property.  Risk Management staff collaborates with the City's Fleet Services Division to make arrangements to get City vehicles post-accident inspected to prepare for repairs. The First Report of Incident identifies which vehicle was damaged and how it was damaged. Fleet Services personnel provide pictures of the damages and a copy of the estimate. When the estimate exceeds $3,000, Risk Management staff requests approval from TMLIRP. Complex or high dollar claims are assigned to an Independent Adjuster (AI) by TMLIRP.  When it is determined that the vehicle is going to be repaired, Fleet Services personnel begin the repair process. If the vehicle or equipment gets totaled by TMLIRP, Risk Management staff notifies the Accounting Office, Budget Office, the Fleet Services Division and the department the vehicle is assigned to so that preparations to purchase a replacement vehicle begin. Risk Management staff also works with the Fort Bend County’s prosecutors to collect restitution from drivers who collide with City property, such as traffic or pedestrian poles, and are arrested for reasons such as DUI, DWI, etc. Costs to repair the affected property are sent to the prosecutor. If restitution is collected payment is sent to the City's Risk Management staff. Each insurance check is recorded and added to the claim file and then delivered to the Treasury Office for processing.
      • ACTIVITY
        Workers' Compensation Program
        • CORE LEVEL
          Mandatory
          • COMMITMENT
            In accordance with the Texas Department of Insurance Division of Workers’ Compensation and Texas Workers' Compensation Act, all public employers are required to provide Workers’ Compensation coverage to its employees. The City’s Workers’ Compensation program covers all employees, elected officials and volunteers while performing normal work duties, acting in an official capacity, or representing the City of Sugar Land. Workers’ compensation insurance coverage provides covered income and medical benefits for individuals who sustain a work-related injury or occupational disease. Administering the program includes receiving, investigating, and monitoring the Workers' Compensation claims. Claims are monitored for medical treatment received, loss of time, and restrictions placed by the treating physician. To reduce the number of claims, costs of claims and cost of premiums Risk Management staff takes proactive measures by investigating the claim, identifying safety issues and analyzing potential risks in the working environment. Managing the workers' compensation claim includes staying involved with the claim when it occurs and ends when the employee is back at work fully recovered from the injury. Workers’ compensation claims are processed within 1 business day of date received. Processing a claim involves notifying the Texas Municipal League Intergovernmental Risk Pool’s (TMLIRP) online claim system. Texas Department of Insurance, Division of Workers’ Compensation (DWC) requires that the DWC form be submitted to the carrier within eight calendar days after the employee’s absence from work or notice of the injury or occupational disease. The Workers’ Compensation policy requires that employees and/or supervisors notify Risk Management staff within 24-hours of the injury or occupational disease. Risk Management staff ensures the injured employee and the supervisor are informed of the status of the claim; provides assistance and guidance to the employee and supervisor of the claim process and interpret the Workers' Compensation policy and the rules and regulations of the Division of Workers’ Compensation. In addition, Risk Management staff works closely with the treating physicians and Texas Municipal League Intergovernmental Risk Pool. The goal of Risk Management staff is to further reduce claims through the Safety and Loss Prevention programs.
      • ACTIVITY
        Workers' Compensation Program: Return to Work
        • CORE LEVEL
          Essential
          • COMMITMENT
            The Return to Work Program is an important component and proactive approach to returning injured employees to a safe and productive work environment after they have suffered a work-related injury or illness. This process is also to facilitate a rehabilitation process and to minimize loss of income and reduced benefits. Risk Management staff works with the injured employees, physicians, supervisors and department directors to return injured employees back to work as soon as possible following an injury or an occupational disease. If necessary, attempts are first made to provide modified duty assignments in the department and division in which the employee currently works. If placement is not possible, then Risk Management staff attempts to place the individual in another department based on physical ability, skills and available assignments. The maximum amount of time allowed for any employee to remain on modified duty assignments is six months. After the six months an extension needs to be approved by the Assistant City Manager/City Manager based on the expectation that the employee will return to full duty in a reasonable time.
      • ACTIVITY
        Workers' Compensation Program: Supplement Pay
        • CORE LEVEL
          Essential
          • COMMITMENT
            Supplemental workers’ compensation pay is a City benefit provided for up to four months to all employees to make up the difference between the Workers’ Compensation Temporary Income Benefit (TIB) and the employee’s base pay. Once an employee’s absence exceeds seven calendar days, the City’s Workers’ Compensation insurance provider begins making Workers’ Compensation payments at 70% of the employee’s base salary starting on the eighth calendar day of injury to the injured employee. If the employee loses more than 14 day of lost time, then the Texas Municipal League Intergovernmental Risk Pool (TMLIRP) will go back to day one of lost time and will issue TIB’s. Supplemental pay can be suspended for failure to comply with City policies, including the Workers’ Compensation policy, or if the supplemental pay time period has expired.
      • ACTIVITY
        Safety and Loss Prevention Program
        • CORE LEVEL
          Essential
          • COMMITMENT
            Ensure citywide development, implementation and maintenance of the City’s Safety Program to control, minimize, eliminate or transfer possible loss to our carrier that could result in injury or illness to its workforce or the public, including liability and property damage. Risk Management staff evaluates working environments, in conjunction with City departments, to review potential safety and health problems with departmental operations, procedures and facilities, thereby minimizing potential risks, as well as improving safety for the City and its residents. Develop, update and maintains policies, procedures and programs as they relate to safety that is necessary to ensure organizational wide efficiency and effectiveness. Staff compiles, analyzes, and interprets statistical data related to safety and loss control activities of the City, and exposure factors concerning occupational illnesses and accidents. Annual and periodic reports are prepared to inform and update management and departments to make recommendations based on the trend analysis. The annual reports contain “The Total Cost of Risk” for each year, which includes Workers’ Compensation, Auto Accidents, Property and Liability five year claims history, loss ratio, experience modifier and rate changes. The periodic reports are prepared for departments as requested on data or analysis specific to the department.
      • ACTIVITY
        Safety and Loss Prevention: Safety Committee
        • CORE LEVEL
          Essential
          • COMMITMENT
            The Safety Committee assists with planning and promoting the safety program, recommends improvements to the workplace and also helps in the identification of corrective measures needed to eliminate or control recognized safety and health hazards. The Safety Committee communicates with management and employees on matters relating to health and safety and therefore is one of the vital components of our safety program. The Safety Committee meets quarterly to review accidents and trends, review program ideas and training needs. The Safety Committee also assists with audits and inspection of worksites and City facilities. Risk Management staff works with departments to ensure employees are trained on how to do their jobs safely. Risk Management staff assists departments with coordinating and identifying training resources and material for general and specific training needs for the department utilizing various training resources, such as online training through the City's training management system, the Texas Municipal League Intergovernmental Risk Pool (TMLIRP) instructors, employees that are certified in expert subject matter, and other external resources.
      • ACTIVITY
        Safety and Loss Prevention: Employee Safety Award
        • CORE LEVEL
          Essential
          • COMMITMENT
            The Employee Safety Award is part of the Employee Awards Program Interdepartmental Policy (HR 129) and it recognizes employees for their achievements in promoting and maintaining a safe work environment. Risk Management staff promotes this program as a valuable tool in meeting the goal of maintaining a safe and positive workforce. This program will recognize employees who make significant contributions to reducing risks or hazards by taking corrective actions or being proactive with safety innovations. Employees that may be considered for a work safe award must demonstrate behavior to support safety, demonstrate the care and concern for safety on a daily basis and consistently attend safety meetings. Risk Management staff promotes this program at job worksites and various meetings by recognizing employees with the On the Spot Safety Awards. The annual Work Safe Award process is lined up with the Champion Employee nominations process where peers and supervisors are asked to nominate another employee. The nominated employee must meet the criteria identified in the policy. Each year, the nominations are received by Risk Management staff and presented to the Safety Committee for their review and ranks each one. Then a list of nominated and qualified employees is sent to the City Manager for final selection. 
      • ACTIVITY
        Drug and Alcohol Screenings
        • CORE LEVEL
          Mandatory
          • COMMITMENT
            Drug and alcohol screenings are performed to ensure that while on duty or acting on behalf of the City, while wearing a City uniform and/or in a City vehicle, while on City premises, that employees are not impaired by alcohol, intoxicants, or have illegal substances present in their system. The City’s Employee Policy Manual identifies the policy guidelines for drug and alcohol screenings. Employees are tested for post-accidents, reasonable suspicion and  random selection for CDL drivers.  A third party administrator administers the specimen collection screenings. For confidential purposes only the Risk Management staff has access to the results of all drug and alcohol screenings. Risk Management staff retains all drug/alcohol test-related records for employees.
      • ACTIVITY
        Safety and Loss Prevention: Safety Training
        • CORE LEVEL
          Essential
          • COMMITMENT
            Risk Management staff and the Safety Committee develops, plans and conducts training related to safety and wellness as needed to ensure all employees are knowledgeable about safety and wellness policies and procedures as well as state and local laws, regulations, and requirements. The Safety Committee members propose new training programs based on issues identified in the field and participate in the development of improvements for identified deficiencies. In addition, Risk Management staff works with departments to ensure employees are trained on how to do their jobs safely. Risk Management staff assists departments with coordinating and identifying training resources and material for general and specific training needs for the department utilizing various training resources, such as online training through the City's training management system, the Texas Municipal League Intergovernmental Risk Pool (TMLIRP) instructors, employees that are certified in expert subject matter, and other external resources. Safety meetings are held monthly to address important safety workplace hazards including statics analysis and other training standard updates.
      • ACTIVITY
        Safety and Loss Prevention: Motor Vehicle Drivers Checks
        • CORE LEVEL
          Essential
          • COMMITMENT
            As a loss preventative measure, Risk Management staff ensures that essential drivers are legally and safely driving City vehicles. Driving records are reviewed annually. All operators of City vehicles and equipment must possess a valid Texas driver’s license. New hires with an out-of-state driver’s license are required to obtain a valid Texas driver’s license according to state law. The State of Texas database is used to obtain driving records of essential drivers who are required to drive City vehicles as a function of their job. The results are reviewed by Risk Management staff to ensure that employees are complying with city and state law.
      • ACTIVITY
        Safety and Loss Prevention: Accident Reviews
        • CORE LEVEL
          Essential
          • COMMITMENT
            The Accident Review Board (ARB), and its corresponding Interdepartmental Accident Review Board Policy (RM 107), is part of the Safety Program and the main objective is to review work related accidents to minimize injuries, protect property, reduce City liability and ensure consistency throughout the organization. The ARB consists of nine employees from various departments.  ARB formal meetings are held when necessary to discuss a particular accident or to gain additional information on an accident. The ARB reviews accidents that involve property damage or personal injury for preventable or non-preventable and assigns points from a point system.  Every two weeks Risk Management staff gathers all the claims information related to accidents and uploads them to the ARB database. The reviews and supporting documents are then pushed out to the ARB for review and due back to Risk Management within three business days. Risk Management staff then tallies the points and prepares memos to go to the department directors or their designees for the accidents that were assigned points. A memorandum and a follow up form are sent to the department director or designee which  requires the department to document the action taken for the at fault accident and assigned points and return it to Risk Management staff within five business days. Documentation for each accident is tracked and monitored in the Electronic Document Management System.
      • ACTIVITY
        Safety and Loss Prevention: Safety Audits and Inspections
        • CORE LEVEL
          Essential
          • COMMITMENT
            Risk Management staff is responsible for collecting the monthly inspection reports for City vehicles from each department that is assigned a City vehicle. Each City facility is inspected annually by Risk Management staff and Facilities Division staff. The report is then shared with the department within 30 calendar days. If immediate attention is needed, departments are notified within three business days of the issue found during the inspection. Follow up on any issues that need to be addressed by the department are done within six months by Risk Management staff.
      • ACTIVITY
        Safety and Loss Prevention: Evacuation Drills and Planning
        • CORE LEVEL
          Essential
          • COMMITMENT
            Risk Management staff is responsible for ensuring that evacuation drills are performed at least once a year for fire drills and every two years for all other drills at all City facilities to prepare employees during emergency evacuation situations involving employees and visitors. The Emergency Evacuation policy outlines the roles and responsibilities of the Emergency Evacuation Team, trained annually, during an emergency evacuation. Staff creates, develops and maintains action plans utilizing Geographic Information System (GIS) mapping resources; collaborates and trains with department Group Leaders and Accountability Monitors, and outlines emergency assembly locations for employees at each facility. Staff also collaborates with Fire, Police, Emergency Management and the Facilities Division to plan, schedule, and establish communications during evacuation drills. Drills and activities include fire drills and Civilian Response to Active Shooter Event trainings with public safety personnel. In addition, fire evacuation plans are updated, developed and posted at City facilities by Risk Management staff.
      • ACTIVITY
        Contractual Insurance Requirements (Ensuring Contractors Carry The Appropriate Insurance)
        • CORE LEVEL
          Essential
          • COMMITMENT
            Risk Management staff ensure contractors and businesses carry the appropriate insurance to reduce the exposure to liability claims and lawsuits arising from the activities and operations of contractors and businesses while providing services to the City. The Risk Manager assists the City Attorney's Office, the Purchasing Office, as well as other departments in reviewing insurance, and interpreting insurance language and contract documents to ensure that the City’s contractors/vendors maintain appropriate insurance in compliance with the City's insurance requirements for contracts, agreements and special events. Insurance requirements are standard on most contracts and agreements; however, there are instances where special insurance is required and where contractors and businesses are unable to meet the City’s insurance requirements. Due to the complexity of special contracts, Risk Management staff contracts with a professional legal consultant with expertise in insurance to advise and assist in protecting the City’s exposure with contractors and determine the appropriate level of insurance. This process also extends to insurance requirements for the Airport’s tenant leases, non-profit and community groups doing business with the City or sponsoring events on City property.