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City of Walla Walla Baldrige Assessment DRAFT Feedback Report

City of Walla Walla Baldrige Assessment DRAFT Feedback Report

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Baldrige Excellence Project
Baldrige Excellence Project

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Published by: Walla Walla Union-Bulletin on Jun 13, 2012
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06/13/2012

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TOTALQUALITYINC
CityofWallaWallaBaldrigeAssessmentDRAFTFeedbackReport
BaldrigeExcellenceProject
PaulSteel
9/12/2011
 
CityofWallaWallaBaldrigeAssessmentDraftFeedbackReport
1Leadership
1.1Seniorleadership:
l.laVISION,VALUES,
and
MISSION
1.1a(1)
VISIONandVALUES
1.1a(2)
PromotingLegalandETHICALBEHAVIOR
1.1a(3)
CreatingaSUSTAINABLEOrganization
1.1b.CommunicationandOrganizational
PERFORMANCE
1.lb(1)
Communication
1.1b(2)
FocusonAction
1.1ASSESSMENTFINDINGS
1.1STRENGTHS:
1.la(1)
+
MonthlyEmployeeActionCommittee(EAC)meetingsservetoreinforcetheCity'svaluesacrossalldepartments.
1.1b(2)
+
ACitizen'sSurveyhasbeenconductedtoobtainfeedbackforuseinidentifyingimprovementopportunitiesacrossallmajor
city
services.Resultsofthissurveycontinuewereanalyzedandanactionplanisbeingdevelopedtoaddresstheidentifiedserviceneeds.
1.1a(2)
+Thecitypromoteslegalandethicalbehaviorinseveralwaysincludingdepartmentdirectorspromotingthemwithmultipleapproaches.CityCouncilmemberoaths,astatementofvalueandprinciples,ITuseagreements,leadingbyexample,Internetuseagreement(appropriatematerialviewing],andopenpublicmeetings/recordsrepresentsomeoftheapproachesusedtopromotelegalandethicalbehavior.
1.ib(l)
+
Someemployeesacrossalldepartmentsreportsignificantimprovementinseniorleadercommunicationandtransparencyintherecentyear.Inaddition,theEmployeeActionCommitteeservesasamonthlymechanismtobettercommunicatewithallCitydepartments.PaulSteelSeptember12,2011Page11.10PPORTUNITIESFORIMPROVEMENT
1.1a(1)
AlthoughtheEACisameanstoreinforcethevalues,itisnotclearthatthecity'svalueshavebeeneffectivelycommunicatedtothedegreethatallemployeesareawareofthemandunderstandtheminrelationtowhatisimportantforthecitytobecomemoresuccessful.Inaddition,thevalueshavenotbeenevaluatedusingstakeholderinputforimprovementpurposessincetheirinceptionin1996.Thereappearstobeanopportunitytorevisitthesevaluesand
 
CityofWallaWallaBaldrigeAssessmentDraftFeedbackReport
improvethemtobetterservethecity'sneedscomparedtowhentheywereoriginallydevelopedapproximately15yearsago.1.1a(1)ThecitydoesnothaveclearlydefinedMissionorVisionstatementsthatfocusonexcellenceandareinaformthatcanbeeasilycommunicatedandunderstoodbytheemployeesandotherstakeholders.AfoundationwasbuiltforaMissionandVisionsomeyearsagobuttheworkneedstobecompletedtoallowtheorganizationalstrategy,objectives,actionplans,andperformancemeasurestobecomealignedandbetterfocused.
1.1b(2)
AlthoughtheCityhasbeenproactiveinthecaseoftheiruseoftheCitizens'Surveytoidentifyimprovementactions,manyissuesarereportedtobedealtwithreactively.Inaddition,theCitizenSatisfactionSurveyonlyrepresentstheresidentcomponentoftheCity'sthreemalncustomers(residents,businesses,andvisitors).
1.1b(2)
Althoughtheneedtorevieworganizationalperformancefromaninternalperspectiveisacceptedandunderstoodasimportant,theinfrastructureintheformofhavingappropriateperformancemeasuresandcollectingandanalyzingtheirdataisnotinplaceofferingasignificantopportunitytobetterunderstandperformance-relatedimprovementopportunitiesandtoInitiateactiontoeffectivelyaddressthem.
1.1a(2)
Althoughseveralapproachestopromotinglegalandethicalbehaviorareutilized,itisnotclearhowthecityensureaccountabilitytolegalandethicalbehavior.
1.1(3)
Interviewswithapproximately100cityemployeesacrossalldepartmentsrevealedaneedtomoreeffectivelydevelopsuccessionplansandtobetterdevelopfutureleader..This
is
becomingincreasinglymoreimportantduetothestrategicchallengeofanagingworkforcereportedintheOrganizationalProfile.
1..1b(1)
Althoughthereissomeevidenceofimprovedcommunicationandopennessbyseniorleaders,therearealsoasignificantnumberofemployeeswhoexpressdissatisfactionwithcommunicationandtheytendtofocusonwhatisbeingcommunicatedandtheirperceptionofwhetherthecommunicationistwo-way.Insomecases,theseemployeesappeartomixtheirreactiontorecentstaffcutbackswiththeirviews.Inanycase,theopportunitytomoreeffectivelycommunicaterepresentsanimprovementopportunityforthecity'sseniorleaders.
1.1b(1)
Anotherdimensionoftheemployeefeedbackrelatedtoseniorleaders'communicationistheexpressedneedfordirectionthatismoreclearand.constant.Thisfeedbackisbasedonthepremisethatthecitycouldfunctionmoreefficientlyandeffectivelyifthedirectioncommunicatedwasclearlystatedandlong-terminnature.SCORE:25%
PaulSteelSeptember12,2011
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