An Effective and Fiscally Sound City Government Providing High Quality Service

Sub-theme: The City of Franklin will have a talented, diverse and engaged workforce.

Franklin citizens have high expectations for their government. As the city continues to grow, it must remain vigilant in the prudent management of taxpayer funds by continuously working to improve the quality, efficiency, and cost effectiveness of services demanded by its citizens. The pace of technological change and innovation in our world is accelerating, and the City depends on the expertise and creativity of its employees to integrate new ideas and tools that will improve service delivery and operational efficiency while maintaining the sense of personal touch our citizens have come to expect.

The City of Franklin understands that in this era of rapid change, the need for knowledgeable, active, and engaged employees is greater than ever. Building and retaining a skilled, adaptable, and diverse workforce requires the City to recruit qualified employees and provide competitive salaries and benefits along with opportunities for ongoing training and professional development in order to meet future needs. Employees will be encouraged to become adaptable, take initiative and keep their skills current through organization wide initiatives and individual development. They will also need to continue to build their ability to serve our increasingly diverse community.

There are four goals contained within this sub-theme:

Franklin will seek to attract and retain high quality employees whose diversity fully reflects the community.

Goal: To attract talented workers, the City of Franklin’s salaries will target to the 70th percentile of the equivalent job expectations as reflected in the marketplace.

Franklin, Tennessee is a special place, and a desirable municipal government to work for. But the City faces stiff competition in the recruitment and retention of qualified and dedicated civil servants from larger communities and communities with comparable compensation and benefit packages. One of the measures which the strategic plan has identified to ensure competitiveness for the City today and moving forward in the competition for workers is to elevate and maintain our salaries at or above the 70th percentile of the equivalent job expectations as reflected in the marketplace. As of 2012, the average salary of the City was at 92.1% of the target market index. Data is being updated now for this measure.

Average Salary Data 
Baseline: 2012 average salary is 92.1% of target market index.
Goal: To actively recruit and retain a workforce representative of the community.

Franklin, Tennessee is a historic community in middle Tennessee representative of much of the state around it. As of the 2010 Census, Franklin was 84% white, 7.6% Hispanic, 6.0% African-American, 3.8% Asian-American, and a small percent other. The City of Franklin as of FY 2020 has only 7.9% of its employees minority, well short of the 15.6% of the community who reported as minority in 2010.

The City of Franklin also has 20.7% female employees in FY 2020 whereas the general population was 52% female as of the 2010 Decennial Census.

The City is an Equal Opportunity Employer and works hard to actively recruit a workforce which is representative of the citizens it serves.

Baseline: 2012 demographic employment profile for City of Franklin: 21% female (City population average is 52%); 6.6% minority (15.6% for city population). City data based on 2010 U.S. Census data. Minority includes all census group classifications which was 9,774 of 62,487 population.

Franklin will develop a Continuous Improvement Program using quantitative and qualitative methods to improve the effectiveness, efficiency and safety of service delivery processes and systems.

Goal: To have a safe and healthy workplace.

A safe workplace is a productive workplace and one in which employees are happier, more satisfied with their job and more likely to want to serve the customers they encounter. The City of Franklin offers a wide variety of services which place our employees in a wide degree of challenging and dangerous positions. From heavy equipment operations to street repair, fire fighting to law enforcement, office work to planning, the occupational hazards which City employees face can be a widespread and varied as the citizens we serve.

The City of Franklin has an ongoing program of Risk Management and safety awareness which includes workshops and orientations for all new employees of the safety manual, rules and regulations for how to operate in a safe work environment and trainings to ensure that employees who handle dangerous materials or equipment are qualified and prepared to perform the jobs they have been hired to perform.

The data at right shows the number of employees who have had accidents and the lost work days. Both categories show improvement from the baseline years of FY 2013, though the number of employees who have had accidents fluctuate more than lost work days.

Source: City of Franklin, Human Resources Department.

Source: City of Franklin, Human Resources Department. Baseline: Number of lost work days by employees in FY2013.

Goal: To have effective training and development objectives within every employee’s work plan.
Employee growth and advancement depend on many things: opportunity, initiative and defined objectives are among many important factors. The City of Franklin is working to develop in employee's annual goals and work plans specific training and development objectives which will allow both our employees and the City to demonstrate progress in an individuals' professional and personal growth. These measures include documenting the number of certificates earned through training and professional development opportunities, the number of credit hours of courses outside of the City which the City reimburses to employees, and finally the percent of employees who indeed have the aforementioned objectives in their annual plan.
Baseline: Number of credit hours reimbursed for employees in 2012‐13 was 345.
Certificates Earned/Renewed by Employees
Baseline: Number of certificates earned or renewed by employees in 2012. [Need data]
Measure Under Development
Percent of Employees with Training Objectives
Baseline: Percent of employees with a training and development objectives in their work plan. [Need data]