DC Water Innovation Program Taps into the Hidden Strength of the Workforce
|
|
- Nickolas Johnson
- 6 years ago
- Views:
Transcription
1 DC Water Innovation Program Taps into the Hidden Strength of the Workforce Saul Kinter 1*, Sudhir Murthy 1, Claire Dixon 2, Gage Muckleroy 3, Jeremy Stone 2, Seth Yoskowitz 3 1 DC Water, District of Columbia 2 GHD, Melbourne, Australia 3 GHD, Bowie, Maryland * Saul.Kinter@dcwater.com ABSTRACT As one of three primary themes of DC Water s Blue Horizon 2020 Strategic Plan, DC Water is developing an Innovation Program to crowdsource ideas across the authority (and ultimately with customers and stakeholders), and deliver the best ideas that achieve value. DC Water has a strong record in R&D innovation adopting new, safer, quicker, and less costly approaches. The Innovation Program builds off this success and involves a wider audience. DC Water worked with key internal stakeholders developing a strategy and implementation plan. Facilitated workshops with 50+ employees focused on defining innovation at DC Water, opportunities, barriers, innovation vision, and considerations for implementation. DC Water established an Innovation Vision that reflects the desire for Innovation to be wideranging in ideas considered, and focused on realizing value for employees and customers, not limited only to monetary savings. Ideas are not only changes or inventions, but may also be advances not previously implemented at DC Water. DC Water strives to achieve an innovative culture that is open and collaborative, democratic and empowering, and voluntary with a strong commitment to learning and improving. The innovation process starts with asking the right question, or identifying challenges that, if solved, provide great benefit. Then a focused and transparent idea selection process to choose the best ideas from the many proposed provides clarity for determining which ideas to implement. Success requires cost effective and engaging capture and filtering of ideas from DC Water s multiple business units and geographic sites so a central technology platform was competitively procured after clearly defining the critical functionality requirements. As DC Water continues to implement Innovation, program specifics are adjusted to reflect operating needs and to realize the benefit of full-utility engagement in idea generation. The vision aims to tap into the wealth of knowledge and creative problem solving that DC Water staff possess. KEYWORDS: innovation, R&D, efficiency, technology, DC Water INTRODUCTION The District of Columbia Water and Sewer Authority (DC Water) provides water and wastewater service to the District of Columbia and several surrounding counties in Maryland and Virginia. With over 1000 employees, DC Water has 1,350 miles of water pipes, four pumping stations, five reservoirs, three water towers, 43,860 valves, and more than 9,510 fire hydrants that make
2 up the water distribution system; and 1,900 miles of sanitary and combined sewers, 22 flowmetering stations and nine off-site wastewater pumping stations that make up the sewer system. DC Water also operates the Blue Plains Advanced Wastewater Treatment Plant. DC Water s Blue Horizon 2020 Strategic Plan identifies Innovation as one of three strategic direction focus areas that cut across the organization s goals and objectives. The Innovation Focus Area is defined as: Innovation: DC Water will achieve international prominence in development and adoption of science, technology and processes in support of a culture of innovation. (DC Water, November, 2013). To achieve its strategic goals, DC Water is developing a formal innovation program that seeks to crowdsource ideas across the organization (and ultimately with customers and stakeholders), and deliver the best ideas that achieve value. DC Water has a strong track record in innovation and R&D, adopting new approaches to perform work safer, quicker, and at lower cost. DC Water s R&D unit has advanced the state of technical knowledge, developed new technologies for application, and created patent opportunities. The objective of DC Water s Innovation Program is to do more, by building off these successes, and involve a wider stakeholder set. The Innovation Program at DC Water has two primary goals: new revenue and operational efficiency. These are achieved through four primary intersecting paths, listed below. Shared Ideas Program (SIP) Co-Innovation Research & Development (R&D) DC Water Task Forces Each of these programs is integral to creating and fostering DC Water s culture of innovation. This paper focuses on the Shared Ideas Program, which provides processes, governance and systems for DC Water staff to submit ideas for consideration, prioritization, funding, and implementation. Co-Innovation is DC Water s approach to working with industry partners to advance knowledge and bring new products, services, and consulting/technical advice to the market. DC Water partners with other utilities, product manufacturers, and consulting / engineering firms to develop products and methods with utility in the water and wastewater industry, co-owning the resulting output(s) and realizing a share of the resulting commercial revenue/value. DC Water s R&D function is well regarded and brings scientists from the global academia community to the utility to address a robust and advanced research agenda. DC Water Task Forces are ad hoc committees with specific mandates to address key technical issues important to utility service delivery. As of the writing of this paper, there are currently 10 Task Forces in various stages of progress and advancement. Each of these paths to innovation may intersect: for instance, an idea proposed as part of a Shared Idea Program Challenge may inspire a Task Force dedicated to addressing the issue in a more comprehensive manner. This paper focuses on the initial development of the Shared Ideas Program, which plays a crucial role within the broader innovation ecosystem at DC Water. Additional background on the planning of the Innovation Program in general is presented when relevant. The primary objective of the Shared Ideas Program is to deliver ideas that create value for DC Water. Specific objectives and outcomes for the Innovation Program are shown in Table 1, with reference to related goals from Blue Horizon 2020 (DC Water, November, 2013). Targets are being developed based on the objectives and DC Water will seek to verify that the overall Innovation Program is adding significant value to the organization. In addition to the tangible
3 benefits (e.g., cost savings from implementing an idea), there are a number of intangible benefits that are also valuable to the business (e.g., employee retention associated with improved culture, safety improvements) that are associated with a robust and well-embedded innovation program. Table 1 DC Water Innovation Objectives and Targets Type Objective Outcome Related Blue Horizon 2020 goals Customers Identify and deliver on new opportunities through collaboration Improved performance Goal 2: Collaborate locally, regionally and nationally Goal 4: Enhance customer / stakeholder confidence, communications and Employees Drive efficiency through business and technology improvements Fully utilize intellectual and material resources Encourage a more engaged and sharing workforce to ensure a sustainable innovative culture Improve employee job quality Cost savings New revenue Employee productivity Employee morale perception Goal 5: Assure financial sustainability and integrity Goal 8: Optimally manage infrastructure Goal 5: Assure financial sustainability and integrity Goal 1: Develop, maintain and recruit a high performing workforce Goal 1: Develop, maintain and recruit a high performing workforce METHODOLOGY DC Water has been at the forefront of innovation for many years, particularly with respect to its Research and Development (R&D) program. The utility maintains a robust R&D program, bringing together significant university involvement, process investigation, and laboratory activity. In addition, engineering, operations, maintenance, administrative, and other DC Water staff have made innovative, cost-saving, value-adding advancements to many aspects of DC Water s business. Recognizing this success, the executive leadership of DC Water has identified that innovation also exists in other facets of the organization, but has not previously been organized or supported in a systematic way. Tapping into this innovation potential is a critical imperative for DC Water s strategic plan and a primary goal for the Innovations Chief. In response, DC Water initiated a program to design, develop and implement an Innovation Program. Moreover, DC Water seeks to create and nurture a culture of innovation throughout the organization. With engaging and supportive processes, DC Water aims to deliver tangible and intangible business performance benefits to customers, stakeholders, and employees.
4 Phase 1 started with the confirmation of overall objectives and establishment of the organizational context for innovation. DC Water recognized that the Innovation Program would require dedicated, skilled resources to lead development and implementation. A position description for the Innovation Program Manager was developed and used to identify the appropriate candidate to assume this important role. The Innovation Program Manager reports to the Innovations Chief, is responsible for leading the overall Innovation Program, and delivers on the key innovation performance indicators. Primary functions include leading and promoting awareness of the Innovation Program, meaningfully involving key staff in the Innovation process, identifying and proposing needed policy changes to eliminate barriers to innovation, creating verification processes to measure outcomes, developing approaches to encourage submission of ideas from all parts of the organization, and assisting idea generators and idea reviewers with the successful progression of those ideas through the innovation process. The Innovation Program Manager has the primary accountability for the Shared Ideas Program and is responsible for supporting the other pathways to innovation. During Phase 2, DC Water worked with key internal stakeholders developing a strategic plan and implementation plan for an innovation program. It involved facilitated discussions and workshops with over 50 employees from various functional units. Initial workshops focused on defining innovation at DC Water, opportunities, barriers and a vision for the program. Subsequent workshops focused on specific methods and considerations for innovation implementation. Key opportunities identified by participants during the focus groups are summarized in Table 2, including indication on how opportunities identified could be leveraged. Table 2 Summary of Opportunities Identified Opportunities Greater collaboration and sharing Smarter use of technology for efficiencies Reduce bureaucracy / paperwork Revenue generation Staff attraction and retention Potential actions to leverage opportunities Develop a user-friendly online collaborative idea management platform to encourage collaboration across business units and sites. Facilitate face-to-face ( offline ) workshops and discussions to encourage open constructive dialogue to complement the online tool. In particular, this will assist employees who do not have access to IT infrastructure. Specifically encourage ideas for the development or application of new technologies to solve problems. Share stories about smarter use of technologies. Develop a methodology for gathering, assessing and delivering ideas that is robust, streamlined and efficient so that the program itself becomes an example of work process streamlining. Encourage ideas that streamline business processes to reduce paperwork. Share stories about implementing smarter business processes. Specifically encourage ideas for generating non-regulated revenue. Share stories about implementing revenue generating ideas. Build capacity for DC Water to successfully commercialize ideas (e.g., Intellectual Property management). Proactively nurture valuable intrapreneurs through recruitment as innovation team role holders. Reward and recognize outstanding contributors to the program, whether they be idea generators, collaborators or facilitators.
5 A range of perceived barriers to success were shared during consultation. A summary of key barriers and potential actions to overcome those barriers are summarized in Table 3. Table 3 Summary of Barriers Identified Opportunities Cross departmental relationships Reactive rather than proactive Bureaucracy complicated processes Lack of dedicated resources to deliver program and ideas effective communications and engagement, (timely) execution, measuring success and sharing stories of success. Potential actions to overcome barriers Ensure that the group responsible for decision making has representation from across key departments. Implement an innovation process that enables proactive problem solving by running challenge campaigns seeking ideas in response. Work with key departmental representatives to ensure process for gathering, assessing and implementing ideas is streamlined. Select an idea management platform that provides a robust, streamlined and transparent process to avoid the need for duplication of effort and documentation. Develop a robust estimate of scale of effort required to implement program effectively. Secure appropriate resourcing to deliver activities both time and skills. Ensure employees recruited into innovation team roles are allowed time and resources to fulfil their roles, and that such roles are recognized as valuable and respected. Lack of trust in management Ensure a transparent and democratic process for idea gathering and evaluation and by providing timely feedback to idea generators. Demonstrate commitment to innovation by progressing quick wins early. Lack of (ongoing) commitment from management Strong support from GM and Executive Management Team and leadership by example. Organizational memory past innovation/change initiatives that did not succeed (real or perceived) Accountability Strong support from GM and Executive Management Team and leadership by example. Develop specific performance measures and targets for key innovation role holders. Develop specific performance measures and targets for innovation program outcomes. Phase 3 consolidated and documented the key outcomes from workshops in Phase 2 and defined a framework and implementation plan for innovation. The Innovation Plan and Implementation Plan are living documents that are updated as the program continues to develop.
6 As part of this phase, DC Water staff during a series of workshops developed the following definition of innovation at DC Water: Implementation of fresh ideas that provide value to employees and customers The definition reflects a desire for the program to be wide-ranging in the ideas considered, and focused on implementation to realize value for employees and customers, not limited only to monetary savings. The term fresh was used to highlight that ideas do not have to be fundamental changes or new inventions, but may be ones not previously implemented at DC Water. Based on the strategic priorities in Blue Horizon 2020 and in consultation with DC Water employees from across the organization, a vision for innovation at DC Water was developed: DC Water is recognized as an industry leader in workplace innovation. This is achieved through an innovation culture that is embedded in the way we work, everywhere, every day. With engaging and supportive processes, we repeatedly deliver tangible benefits to our customers and stakeholders, our people and business performance. For the initial launch, the Innovation Framework includes the five primary elements as shown in Figure 1: Figure 1 DC Water Shared Ideas Program Primary Elements The five primary elements are further described in the sections below. A. Culture and Leadership At DC Water, people are the heart of the innovation process. Innovative cultures are open and collaborative, optimistic and future-focused, democratic and empowering, with a strong commitment to learning and improving. The program is voluntary with positive encouragement for participation. Innovative collaboration will emerge through a balanced mix of face-to-face
7 initiatives, interaction with an online idea management platform, and other online and offline channels. To achieve an appropriate innovation culture, the Innovation Program requires active support from DC Water s leaders, effective communications, quality training, and appropriate recognition for participation. The communications initiatives to establish and maintain engagement are a key element of the Implementation Plan, taking into account factors such as work location and diversity of skills and backgrounds. Consistent terminology and messaging are critical for effective engagement. Formal recognition for participation is consistent with broader policies on reward and recognition and is developed to reinforce desired behaviors. Of the primary pathways to innovation, only the Shared Ideas Program will automatically reach every DC Water employee, making it crucial to achieving the desired cultural change. B. Process At the core of innovation is the need to gather ideas, assess them, and deliver the best of them to realize value. To achieve success, it is important that the innovation process is clear, transparent, streamlined and aligned with the program objectives. The Innovation Process (Figure 2) recognizes that innovation starts with asking the right questions, or identifying challenges that, if solved, provide the greatest benefit. The Shared Ideas Program solicits ideas via targeted prompts known as Challenges, which are opened for a set period of time, managed by a Sponsor, and evaluated by a committee of those most impacted by the subject of the Challenge. Employees can also submit ideas on other subjects through a general submission process. Within the Shared Ideas Program, ideas can be submitted by DC Water employees through an on-line software platform or via manual submission methods. Each idea is made visible to the employees of DC Water for comments and suggestions. The review committee is responsible evaluating ideas via two gated processes. First, during the Challenge, ideas are reviewed for completeness in the Screen Gate. Ideas that are in an implementable form are passed directly to the next gate, or in rare cases, straight to implementation. Ideas that require more specification or further development are referred to the idea generator or other potentially interested individuals for refinement. Then, after a set period of time that is specific to each challenge (usually, about 6-10 weeks), the committee reviews all of the ideas submitted in the Select Gate and evaluates them to create a prioritized list of ideas for authorization, planning, implementation, and delivery. Successful delivery of selected ideas is critical to the program success. Not only does delivery unlock the value of the ideas, it also demonstrates to employees that the authority is listening to, and acting on, their great ideas. Where appropriate, the delivery phase is integrated into standard DC Water project delivery processes. In other circumstances, delivery may use another innovation pathway: a dedicated Task Force, Co-Innovation, or R&D.
8 Figure 2 DC Water Innovation Process A focused and transparent idea selection process in the Select Gate to choose the best ideas from all of those submitted (Figure 3) provides clarity for determining which ideas to implement. The criteria for evaluating the value of an idea to DC Water and its chance of success continue to be refined. Each challenge or issue can have criteria appropriate for the situation. Criteria currently being considered for formal implementation are positive impact on customers, positive impact on DC Water employees, positive impact on financial performance of DC Water, technology availability, cost to implement, and regulatory considerations. The Shared Ideas Program recognizes that different types of ideas require different methods of evaluation and implementation. A key step for the review committee at the start of each innovation challenge is to define clearly the evaluation criteria and the specific rationale that will be used for prioritization of ideas. Figure 3 Idea Selection Conceptual Framework It is important to recognize that only a small percentage of ideas submitted into the process will eventually be delivered. The vast majority of ideas will be submitted, appreciated, but then closed. This reality of innovation needs to be acknowledged and expectations managed across idea generators, employees and management. Clarity and transparency in the review process can
9 help manage expectations and help close the loop to help idea submitters understand why a specific idea was implemented or not. C. Governance The Innovation workshop sessions made clear that accountability at DC Water is a significant staff priority. Senior management desires that the program reach out and engage all staff. Key stakeholders were also interested for the Innovation Program to focus on supporting idea generators as a key means of demonstrating encouragement and participation. Based on these requirements, a team structure has been developed to focus on: Distributed engagement that embeds innovation across the authority Centralized accountability for decisions and to oversee delivery Nurturing idea generators throughout the process While each Challenge contains a committee specially dedicated to that issue, a broader Innovation Team with two roles has been defined to advise and support the Shared Ideas Program as a whole. Innovation Sponsors generally hold mid-level or upper-level management positions; Innovation Facilitators hold front-line or lower-level management positions and were identified as individuals with significant charisma and/or organizational respect. Role holders, with the exception of the Innovation Program Manager, perform their roles in addition to their day-to-day jobs. Where appropriate, the performance of role holders within the Shared Ideas Program is being incorporated into performance evaluations. Figure 4 shows the SIP organizational chart, including an overview of primary role descriptions. Members of the Innovation Team are frequently involved with specific Challenge committees, and Innovation Sponsors will generally each lead Challenges on a regular basis. Figure 4 Shared Ideas Program Organization Chart
10 The organizational chart has been developed to support the idea generator to develop and progress ideas (Figure 5). Figure 5 Idea Generator at the Heart of DC Water Shared Ideas Program D. Funding The Innovation Program has key funding considerations that will enable success. In addition to allocating appropriate resources to establish and maintain the program (e.g., communications, idea assessment and management, technology licensing and support), an initial budget has been established for idea testing and implementation. The budget supports both quick wins (low initial costs, fast implementation speed, and short payback) and longer-term operational implementations. Ideas from the Shared Ideas Program in particular are anticipated to often be smaller in scope and faster to implement; quick wins funding will be crucial to the continuing success of the SIP innovation pathway. The assessment process for ideas includes an assessment of value from delivering each idea. Therefore, the allocated budget may at times be offset by savings or revenue generated by the Innovation Program. E. Idea Management Platform In addition to the encouragement of idea generation from across the organization, the success of the Shared Ideas Program is dependent on effectively managing and maintaining the innovation process to capture and filter ideas from the multiple business units and geographic sites that make up the utility. A central technology platform for gathering ideas and administering the process is a key part of an effective and transparent method for managing the innovation process. Upon development of system requirements and surveying the market for qualified software vendors, DC Water procured its innovation platform software through competitive procurement
11 process that yielded several viable options. Key features that drove the selection included the ability to comment on ideas for collaborative development and improvement, options for gamification, and automated administration of idea evaluation. DC Water selected a proposal from Innovation Framework Technologies to supply QMarkets Idea Management Software. The QMarkets platform is customizable and will provide the flexibility to manage Challenges on varied subjects with different criteria for idea selection. As of the writing of this paper, the system is being implemented to meet DC Water s specifications and customized to present a familiar look and feel for DC Water employees; it will be fully online later this year. SUMMARY AND CONCLUSION As DC Water continues to implement the Innovation Program, specifics of the approach will be adjusted to reflect the needs of the operating units and to realize the benefit of full-utility engagement in idea generation. DC Water is working to embed and integrate the Shared Ideas Program into the daily routine of all DC Water employees while connecting it to the other innovation pathways, both planned and currently in existence. Establishing both a strong culture of innovation as well as robust processes that support DC Water s innovators will help DC Water achieve its strategic goals to be a world-class utility. The vision aims to successfully tap into the wealth of knowledge and creativity in problem solving that DC Water staff possess to deliver the highest quality of service to ratepayers in the most efficient manner possible. ACKNOWLEDGEMENTS The authors would like to acknowledge all of the DC Water staff that participated in the directed focus group sessions and in the Innovation leadership sessions. Their enthusiasm and candor during the process contributed significantly to the outcomes and is another strong indicator of the yet untapped idea potential that exists among the talented DC Water workforce. REFERENCES DC Water, Blue Horizon 2020: DC Water Strategic Plan
the council initiative on public engagement
public engagement at the city of edmonton share your voice shape our city the council initiative on public engagement new public engagement practice and implementation roadmap final report CITY OF EDMONTON
More informationHighways England People Strategy
Highways England People Strategy 1. Accountable Leadership 2. Capable Employees We require positive, proactive and engaging leadership to be demonstrated at all levels of the organisation, through all
More informationRoot Strategic Change Process
Solution Sheet Root Strategic Change Process As an organization begins the process of undergoing change, it s important to look at all of the pieces of the puzzle and how they fit into the big picture.
More informationCOMMUNICATIONS STRATEGY
COMMUNICATIONS STRATEGY 2016-2019 Introduction and purpose This strategy details how communications will support the delivery of shaping the future of urgent & emergency care (EEAST strategy 2016-21).
More informationE-PROCUREMENT CHANGE MANAGEMENT
E-PROCUREMENT CHANGE MANAGEMENT PART ONE STRATEGY Digitizing business processes is inevitable; the challenge for procurement leaders will be changing perceptions internally to win the support needed to
More informationCGMA Competency Framework
CGMA Competency Framework Leadership skills CGMA Competency Framework 1 Leadership skills : This requires a basic understanding of the business structures, operations and financial performance, and includes
More informationNASA Transformation. NASA Transformation. March One TEAM, One JOURNEY, One NASA Building the Future Together
NASA Transformation March 2005 One TEAM, One JOURNEY, One NASA Building the Future Together NASA Transformation 1 AGENDA IMPERATIVE FOR TRANSFORMATION TRANSFORMATION and THE NASA FAMILY TRANSFORMATION
More informationIndicator Unsatisfactory Needs Improvement Effective Highly Effective
LEADERSHIP IN ASSIGNED AREA OF RESPONSIBILITY High Performing Leaders promote a positive work culture, demonstrate knowledge and apply best practices in assigned areas of responsibility, and inspire confidence,
More informationHEALTH PURCHASING VICTORIA STRATEGY. December 2017
HEALTH PURCHASING VICTORIA 2018-2022 STRATEGY December 2017 CONTENTS Contents... 2 Executive Summary... 3 Operating Environment... 5 HPV Vision and Values... 9 HPV Strategy 2018-2022: Framework... 10 HPV
More informationFinance Division. Strategic Plan
Finance Division Strategic Plan 2014-2019 Introduction FINANCE DIVISION The Finance Division of Carnegie Mellon University (CMU) provides financial management, enterprise planning and stewardship in support
More informationFinance Division Strategic Plan
Finance Division Strategic Plan 2018 2022 Introduction Finance Division The Finance Division of Carnegie Mellon University (CMU) provides financial management, enterprise planning and stewardship in support
More informationCSR / Sustainability Governance and Management Assessment By Coro Strandberg President, Strandberg Consulting
Introduction CSR / Sustainability Governance and Management Assessment By Coro Strandberg President, Strandberg Consulting www.corostrandberg.com November 2015 Companies which adopt CSR or sustainability
More informationTalent Community of Expertise
Future-State HR Service Delivery Model Operating Model Design Talent CoE HR Leadership Communications Change Executive Recruitment Talent Community of Expertise Talent Recruitment Talent Employee Relations
More informationCollaborative Idea Management: A Driver of Continuous Innovation
Collaborative Idea Management: A Driver of Continuous Innovation Collaboration is important not just because it's a better way to learn. The spirit of collaboration is penetrating every institution and
More informationJOB DESCRIPTION. Head of Internal Communications and Engagement
JOB DESCRIPTION Job Title: Department: Section: Reports to: Head of Internal Communications and Engagement Strategy and Performance Policy and Communications Director of Policy and Communications Line
More informationCompetency Catalog June 2010
Competency Catalog June 2010 Leadership Competencies Leadership competencies are those generic or cross-organizational competencies that are applicable to various functions and/or posts. They focus on
More informationBrand Knowledge & Advocacy: Understanding the brand s essence, values and vision to build advocacy among stakeholders
Consumer Insight & Empathy: Developing an understanding of consumers behaviors and underlying motivation Brand Knowledge & Advocacy: Understanding the brand s essence, values and vision to build advocacy
More informationCITY OF BOULDER POSITION DESCRIPTION DATE: 11/2010. DEPARTMENT/DIVISION: Boulder Public Library
POSITION TITLE: Director, Library Services CITY OF BOULDER POSITION DESCRIPTION DATE: 11/2010 EMPLOYEE GROUP: MGMT/Exempt DEPARTMENT/DIVISION: Boulder Public Library OVERALL JOB OBJECTIVE: Under the general
More informationChesterfield County Public Schools Executive Summary January 2017
Overview: Chesterfield County Public Schools is deemed a high-performing school division with a long history of success. The division s schools are recognized nationally: There are six National Blue Ribbon
More informationBUSINESS PLAN
BUSINESS PLAN 2018-19 1 Putting Standards at the heart of Social Work and Social Care practice and education and training. 2 Regulating the Workforce and Social Work Education and Training to establish
More informationNational Smaller Housing Associations Group Terms of reference
National Smaller Housing Associations Group Terms of reference National Groups: purpose The Federation s national groups are a crucial element in meeting our core values to put members at the heart of
More informationCompetency Model. Level B. Level C Applies to: Manager Coordinator. Applies to: Assistant Vice President Assistant Dean Director
Job Knowledge a. Demonstrates detailed knowledge of FIT programs, products and services in independently carrying out varied professional duties. a. Uses thorough knowledge of the range of FIT products,
More informationCORE COMPETENCIES. For all faculty and staff
SELF-AWARENESS & PROFESSIONALISM Being mindful of one s impact on others and managing thoughts, feelings and actions in an effective manner. INTEGRITY Conducting oneself and activities according to the
More informationFMEP: Facilities Management Evaluation Program
The Self-Evaluation Criteria FMEP: Facilities Management Evaluation Program 1.0 Leadership Senior leaders in an effective facilities organization set direction and establish customer focus, clear and visible
More informationThe Power of People. Our University Our Future Our People
The Power of People Our University Our Future Our People 2016-2021 The Power of People The Power of People builds on the significant achievements of Talent First, the University s People Strategy 2013-2015,
More informationMessage from OPPI Council
June 2016 Message from OPPI Council On behalf of OPPI Council, I am pleased to provide you with the Inspire OPPI Strategic Plan 2020. These are important times for the planning profession in Ontario, as
More informationDemocratized Data Driving Discovery RENCI Strategic Plan 2017
Democratized Data Driving Discovery RENCI Strategic Plan 2017 Stanley C. Ahalt, Ph.D. Director, Renaissance Computing Institute (RENCI) Professor, Department of Computer Science, UNC-Chapel Hill Associate
More informationOBSI Strategic Plan
OBSI Strategic Plan 2017-2021 TABLE OF CONTENTS 1. Building OBSI s Strategic Plan... 2 1.1 Strategic Plan Development... 2 1.2 Context and Strategic Response... 2-3 2. The Strategic Plan... 4 2.1 OBSI
More informationISC: UNRESTRICTED AC Attachment. Human Resources - Succession Planning Audit
Human Resources - Succession Planning Audit May 24, 2017 THIS PAGE LEFT INTENTIONALLY BLANK ISC: UNRESTRICTED Table of Contents Executive Summary... 5 1.0 Background... 6 2.0 Audit Objectives, Scope and
More informationIML 360 O Feedback Survey
IML 360 O Feedback Survey MANAGE AND LEAD OTHERS PREPARED FOR Steven Smith Smith Enterprises 1 August 2017 Page 0 Institute of Managers and Leaders (Group) Limited ACN: 163 376 921 Reproduction of this
More informationEmbedding Sustainability Self-Assessment
Embedding Sustainability Self-Assessment Embedding Sustainability Self-Assessment This document is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License. You are free to share
More informationFive Guiding Principles of a Successful Center of Excellence
Five Guiding Principles of a Successful Center of Excellence What is a Center of Excellence? At some point in their life cycle, most companies find it beneficial to develop a Center of Excellence (CoE).
More informationCompetency Model & Performance Behaviors
Model & Background Information The Multnomah County Model is a customized tool developed through the crossdepartmental, collaborative work of employees, HR Managers, and Directors. This model will anchor
More informationGW Human Resources Strategic Plan
GW Human Resources Strategic Plan 2017-2021 OUR VISION We aspire to develop a diverse and engaged workforce to lead GW to excellence. OUR MISSION The mission of Human Resources is: to serve as an effective
More informationHow it works: Questions from the OCAT 2.0
Social Sector Practice How it works: Questions from the OCAT 2.0 OCAT 2.0 is an updated and improved version of our original OCAT survey. It asks nonprofit staff to rate their organization s operational
More informationDeveloping a Competency
Eagle s Flight Developing a Competency Framework Research shows that strategic and integrated people development practices are linked to increased shareholder value. Changing Behavior to Improve Performance
More informationContinuous Process Improvement Organizational Implementation Planning Framework
Continuous Process Improvement Organizational Implementation Planning Framework This implementation planning framework can be used by any organization from a military service or other major organization
More informationSTRATEGIC PLAN Our Mission
STRATEGIC PLAN 2017-2019 Our Mission Eastern National promotes the public s understanding and support of America s national parks and other public trust partners by providing quality educational experiences,
More informationDevelop and support our staff to enhance productivity: Leadership can be demonstrated at any level. Value: Competency: Fundamental Competencies
2 Develop and support our staff to enhance productivity: Our success depends on our greatest asset, our staff, and ensuring they work in a nurturing and productive environment where they can acquire and
More informationThe School District of Lee County Division of Operations
The School District of Lee County Division of Operations District Based Administrator Evaluation System 2013-2014 Academic Year Table of Contents District Based Administrator Evaluation System Overview...
More informationStrategic Focus, with an Investment in Client Satisfaction Business Plan
Strategic Focus, with an Investment in Client Satisfaction 2018-2020 Business Plan Thank you In celebration of our 25 th year of operation, we would like to acknowledge that the development and achievement
More informationFDOT Step Up: Moving Forward as One by Lawrence S. Ferguson, III, CPM Dr. Gregory Ferris, Ed D.
FDOT Step Up: Moving Forward as One by Lawrence S. Ferguson, III, CPM Dr. Gregory Ferris, Ed D. How it Started It didn t take the Secretary long to realize his appointment as leader of the Florida Department
More informationIRM s Professional Standards in Risk Management PART 1 Consultation: Functional Standards
IRM s Professional Standards in Risk PART 1 Consultation: Functional Standards Setting standards Building capability Championing learning and development Raising the risk profession s profile Supporting
More informationMental Health & Wellbeing Strategy
Mental Health & Wellbeing Strategy October 2017 If this report has raised any concerns for you or someone you know, please contact Lifeline on 13 11 14 Energy Networks Australia publications can be downloaded
More informationHow Often Should Companies Survey Employees?
How Often Should Companies Survey Employees? Emerging Trends and Practical Considerations. 2017 Perceptyx, Inc. 28765 Single Oak Drive, Suite 250, Temecula California 92590 951.676.4414 www.perceptyx.com
More informationHead of Diversification and Growth
Position Title: Location: Reporting To: Abt JTA Values: Head of Diversification and Growth Brisbane Chief Executive Officer The incumbent must demonstrate a high level of commitment to following values
More informationAchieving Results Through
Achieving Results Through Genuine Leadership Training Meeting the needs of the new global marketplace with a flexible, total systems approach Facing tough issues and aggressive goals, top organizations
More informationChapter Management Awards 2016 PROFESSIONAL DEVELOPMENT
CHAPTER IABC Ottawa REGION Canada East CHAPTER BOARD TERM July 1 to June 30 TIMELINE July 1, 2015 to November 15, 2016 DIVISION CATEGORY CHAPTER CONTACT Division 1: Large Chapter (201 or more members)
More informationOur Corporate Strategy Information & Intelligence
Our Corporate Strategy Information & Intelligence May 2016 UNCLASSIFIED Information & Intelligence: Executive Summary What is our strategic approach for information & intelligence? Our decisions and actions
More informationEmployee Advocacy <5% Why employees are the next big thing and how you can implement your own Employee Advocacy Program.
Employee Advocacy Why employees are the next big thing and how you can implement your own Employee Advocacy Program SPEAKERS: Bernie Charland thinktwice communications Amanda Turner ClearChange Communications
More informationTOTAL REWARDS AT NESTLÉ: MORE THAN JUST A POLICY
TOTAL REWARDS AT NESTLÉ: MORE THAN JUST A POLICY Operating in more than 190 countries and with over 300,000 employees, Nestlé is one of the biggest multinational corporations in the world. Group sales
More informationNorthwest Museum of Arts & Culture. Strategic Plan. Approved by the MAC Board of Trustees, April 4, 2018
2018-2021 Northwest Museum of Arts & Culture Strategic Plan Approved by the MAC Board of Trustees, April 4, 2018 EXECUTIVE SUMMARY The Northwest Museum of Arts and Culture the MAC is the cultural hub of
More informationHarnessing the potential for SAIs to contribute to the success of the Sustainable Development Goals
1 (6) EUROSAI regional paper for INCOSAI, theme I: Sustainable Development Goals Coordinator: National Audit Office of Finland Contributors: Estonia, European Court of Auditors, Finland, Netherlands and
More informationWashington Standards-Based Superintendent Framework
Washington Standards-Based Superintendent Framework Standard 1 Visionary Leadership: The superintendent is an educational leader who improves and achievement for each student by leading the development,
More informationEXECUTIVE SUMMARY 9. Executive summary
EXECUTIVE SUMMARY 9 Executive summary The global financial and economic crisis is keeping several countries in the spiral of low growth, high unemployment and lower potential output, putting public finances
More informationManager, Supervisor & CEMA Skill Set Model County of Santa Clara
Leads Innovation Leadership Styles Manages Change Models Integrity, Trust & Transparency Strategic Thinking and Planning Manager, Supervisor & CEMA Skill Set Model County of Santa Clara Conflict Management
More informationROCKY MOUNTAIN PERFORMANCE EXCELLENCE POSITION DESCRIPTION FOR THE EXECUTIVE/MANAGING DIRECTOR
ROCKY MOUNTAIN PERFORMANCE EXCELLENCE POSITION DESCRIPTION FOR THE EXECUTIVE/MANAGING DIRECTOR ABOUT THE ORGANIZATION: Rocky Mountain Performance Excellence (RMPEx) is a Colorado nonprofit corporation
More informationBuilding provincewide collaboration to develop a sustainable nonprofit workforce in Alberta
Building provincewide collaboration to develop a sustainable nonprofit workforce in Alberta The Alberta Nonprofit Workforce Council: a report on the first two years 1 WorkforceConnect addresses nonprofit
More informationManager Service Performance & Integration
Manager Service Performance & Integration Technology Services & Solutions (TSS), Shared Services Branch (SSB) The Manager Service Performance and Integration (SP&I) is accountable for ensuring the seamless
More informationBANGOR UNIVERSITY HUMAN RESOURCES STRATEGY
BANGOR UNIVERSITY HUMAN RESOURCES STRATEGY 2016-2020 1. Introduction The Human Resources Strategy at Bangor University is designed to underpin the Strategic plan Building on Success 2016-2020. This Strategy
More informationRAVASMARTSOLUTIONS - TECH TIPS
RAVASMARTSOLUTIONS - TECH TIPS Purpose Executive Summary ROI (Guthrie MDTI) This handout is to demonstrate how a technology project is properly managed by conducting a ROI (Return On Investment). Key point
More informationINSPIRING TEAM GREATNESS!
W O R K F O R C E F O C U S Let s Achieve Your Excellence! INSPIRING TEAM GREATNESS! DAWN GARCIA, MS, RN, CMQ-OE 4227 Oak Knoll Drive Eau Claire, WI telephone:715.828.7390 fax: 800-352-4200 www.pursuit-excellence.com
More informationSEARCH PROFILE. Executive Director Labour and Employment Policy. Public Service Commission. Executive Manager I
SEARCH PROFILE Executive Director Labour and Employment Policy Public Service Commission Executive Manager I Salary Range: $125,318 $164,691 ($4,801.47 $6,310.03 bi-weekly) Open Competition Job ID: 1052022
More informationACCENTURE & SAP SUCCESS FACTORS INVESTIGATE CAPABILITIES WORKBOOK. Imagine where we will go together...
ACCENTURE & SAP SUCCESS FACTORS INVESTIGATE CAPABILITIES WORKBOOK Imagine where we will go together... Imagine where we will go together... AGENDA TUESDAY APRIL 19TH 12:00 PM Lunch (outside Ali Conference
More informationOUR PEOPLE STRATEGY
OUR PEOPLE STRATEGY 2017-2020 Front cover inset image Daniel Overturf PEOPLE STRATEGY 3 INTRODUCTION The Historic Environment Scotland (HES) Corporate Plan sets out our ambition to be the lead Public Body
More informationMarketing, communication and engagement strategy
Marketing, communication and engagement strategy 2016-2020 Approved by Senior Leadership Group on 22 June 2016 Our communication aim To support Strategy 2020: Building Success, our communication aim is
More informationTEMPLATE 1.6A PERFORMANCE EVALUATION TEMPLATE FOR:
THIS TEMPLATE IS PROVIDED AS A GUIDE. PLEASE MODIFY IT TO SUIT YOUR MUNICIPALITY S REQUIREMENTS. TEMPLATE 1.6A PERFORMANCE EVALUATION TEMPLATE FOR: CAO SELF-ASSESSMENT; MAYOR AND COUNCIL; OR (PLEASE CIRCLE
More informationHDA Coaching Culture Survey Results 2011
HDA Coaching Culture Survey Results 2011 HDA is a Human capital consultancy that has worked in the area of coaching for 17 years, developing a reputation for a highly successful, outcomes-focused approach
More informationWomen in Leadership. Accelerate Women s Careers Through Coaching
Women in Leadership Women in Leadership Accelerate Women s Careers Through Coaching Having women at the top of your org chart is more critical than you may realize. According to Catalyst *, companies with
More informationHuman Resources Strategy
Human Resources Strategy 2013-2016 The Vision The South Eastern Health and Social Care Trust will be a leading provider of health and social care services for our patients, clients and carers. We will
More informationTABLE OF CONTENTS The dumonde Group Pty Ltd
Defence Sector Training Catalogue 2018 TABLE OF CONTENTS About the dumonde Group... 03 Defence Sector Training Solutions... 04 Professional Development... 05 Training Courses... 07 1. Doing Business In
More informationBUSINESS PLAN Preparing for the Future
Delivering great services locally BUSINESS PLAN 2018-19 Preparing for the Future DRAFT: 21 February 2018 1 FOREWORD It is a great pleasure and privilege to present Publica s first Business Plan in which
More informationGeneral Manager Finance. Purpose of the Finance & Corporate Service Team. Position Purpose. Key Accountabilities
General Manager Finance Reports To: Number of Direct Reports: Ca 3-4 Delegation of Financial Authority: Chief Executive Purpose of the Finance & Corporate Service Team "[Insert Delegation Information here]"
More informationThis document outlines the role of the Department of Finance in helping the University to achieve the aims of its Strategic Plan.
INTERNAL ONLY Departmental Vision This document outlines the role of the in helping the University to achieve the aims of its Strategic Plan. The University s Mission is to educate ourselves and others
More informationLEADER. Develop remarkable leaders who deliver amazing results
LEADER Develop remarkable leaders who deliver amazing results LEADER Develop remarkable leaders who deliver amazing results by Antoinette Oglethorpe the leader system 3 Here s the bottom line: companies
More informationJob title: Diversity & Inclusion Manager. Grade: PO 5. Role code: EBC0470. Status: Police Staff. Main purpose of the role:
Job title: Diversity & Inclusion Manager Grade: PO 5 Role code: EBC0470 Status: Police Staff Main purpose of the role: Develop, co-ordinate and implement the Forces Diversity & Inclusion Strategy, ensuring
More informationHUMAN RESOURCES STRATEGY HUMAN RESOURCES STRATEGIC PLAN
HUMAN RESOURCES STRATEGIC PLAN 2015 2020 INTRODUCTION In its Strategic Plan 2012 2015, the university has set out its vision, ambition and plans for 2020. The university has chosen a high quality research-strong
More informationImprove Your Diversity Recruitment And Why It Really Does Matter
White Paper Improve Your Diversity Recruitment And Why It Really Does Matter How diverse are the people you work with? Most employers have always paid attention to the answer to this question, in part
More informationNarcotics Anonymous World Services STRATEGIC PLAN Conference Cycle
Narcotics Anonymous World Services STRATEGIC PLAN 2004 2006 Conference Cycle NA World Services Vision Statement All of the efforts of Narcotics Anonymous World Services are inspired by the primary purpose
More informationTHE CULTURE CANVAS A Working Guide and Checklist to Support the Development of a High-Performing Culture
denison TM THE CULTURE CANVAS A Working Guide and Checklist to Support the Development of a High-Performing Culture The Denison Model of High Performance A Systems Approach to Understanding and Managing
More informationSTRATEGIC PLAN. FISCAL YEARS 2018 to 2022 SAFETY WORKS
STRATEGIC PLAN FISCAL YEARS 2018 to 2022 SAFETY WORKS TSSA has developed an ambitious plan to ensure we effectively reduce safety risks and provide value to our customers and stakeholders. STRATEGIC PLAN
More informationJourney to Excellence
Journey to Excellence 42 Deloitte A Middle East Point of View Fall 2015 Operational excellence The excellence agenda in the Gulf countries is increasingly changing the context in which governments operate
More informationVolunteer Coordinator
Volunteer Coordinator Ronald McDonald House Charities believes that it s people are an essential part of the Charity and value them and their contribution. This Success Profile adds to the overall value
More informationAuditing culture and risk culture in financial services firms. Making the intangible, tangible and auditable
Auditing culture and risk culture in financial services firms Making the intangible, tangible and auditable Auditing culture in financial services firms Restoring trust in the financial services industry
More informationBusiness Plan
Business Plan 2017-2018 Protecting the public and safeguarding service users through the regulation and development of the social work profession and the social care workforce INTRODUCTION The Northern
More informationNZ POLICE CORE COMPETENCIES. Communicate, Partner, Solve, Deliver, Lead, Innovate, Develop HOW WE DO THINGS: OUR CORE COMPETENCIES
NZ POLICE CORE COMPETENCIES Communicate, Partner, Solve, Deliver, Lead, Innovate, Develop 1 INTRO These are behaviours that are important to achieving our goals. They describe how we work as opposed to
More informationCOMPETENCY FRAMEWORK
COMPETENCY FRAMEWORK Version Produced by Date 1.0 Claire Salter 15.02.2016 MESSAGE FROM THE BOARD The key to success within any organisation is how we recruit, retain and develop our staff. How each individual
More informationStatistics Governance and Quality Assurance: The Experience of FAO
Statistics Governance and Quality Assurance: The Experience of FAO Stephen Katz 1, Pietro Gennari 2 1 Food and Agriculture Organization of the United Nations, Rome, Italy; Stephen.Katz@fao.org 2 Food and
More informationIS&T Leadership Job Description
IS&T Leadership Job Description December 1, 2015 IT Leadership Job Description December 1, 2015 Page i Table of Contents General Characteristics... 1 Job Path... 2 Explanation of Proficiency Level Definitions...
More informationNZ POLICE CORE COMPETENCIES. Communicate, Partner, Solve, Deliver, Lead, Innovate, Develop HOW WE DO THINGS: OUR CORE COMPETENCIES
NZ POLICE CORE COMPETENCIES Communicate, Partner, Solve, Deliver, Lead, Innovate, Develop 1 INTRO These are behaviours that are important to achieving our goals. They describe how we work as opposed to
More informationExpanding Our Horizons
Expanding Our Horizons 2012-2014 - Mission, Vision, Values MSD s Success Begins with a Goal Our goals can only be reached through a vehicle of a plan. Picasso Providing high-quality wastewater services
More informationSECTION 2 HUMAN RESOURCE STRATEGY 2.01 CORPORATE HR PLANNING
SECTION 2 HUMAN RESOURCE STRATEGY 2.01 CORPORATE HR PLANNING AUTHORITY: CIVIL SERVICE ACT ADMINISTRATION: P.E.I. PUBLIC SERVICE COMMISSION GOVERNMENT DEPARTMENTS / AGENCIES 1 of 7 1. PURPOSE 1:01 The purpose
More informationThe Implementation Challenge and How to Meet It
The Implementation Challenge and How to Meet It Implementing Risk Management in Public Sector Organizations Presentation to the Public Sector Executives Network Ottawa September 2003 Content and Purpose
More informationOntario Hospital Association. Strategic Plan
Ontario Hospital Association Strategic Plan 2018 2021 OUR PURPOSE Serving Ontario s hospitals to build a better health system. OUR VALUES We listen to and respect the views of others. Discovery We explore
More informationMetropolitan Council PUBLIC PARTICIPATION PLAN. for Transportation Planning and Programming
Metropolitan Council PUBLIC PARTICIPATION PLAN for Transportation Planning and Programming Introduction and Federal Requirement Public participation is an essential element of planning in the Twin Cities
More informationWhat is ITIL 4. Contents
What is ITIL 4 Contents What is ITIL and why did ITIL need to evolve?... 1 Key Concepts of Service Management... 1 The Nature of Value... 2 How Value Creation Is Enabled Through Services... 2 Key Concepts
More informationIndustry Engagement in Training Package Development. Discussion Paper Towards a Contestable Model
Industry Engagement in Training Package Development Discussion Paper Towards a Contestable Model Published October 2014 Table of Contents Industry Engagement in Training Package Development Discussion
More informationRequest for Proposals Facilitating Utility Smart Energy Education (FUSED)
Request for Proposals Facilitating Utility Smart Energy Education (FUSED) Specialized DER Professional Training for Utility Employees Technical point of contact: Business point of contact: Jenny Senff
More informationGuidelines for the Development of a Policy for Managing Unsolicited Proposals in Infrastructure Projects
Draft Document Shared for Consultation Purposes Only Not for Redistribution Guidelines for the Development of a Policy for Managing Unsolicited Proposals in Infrastructure Projects March 2017 Draft Document
More informationHarbisonWalker International. Core Competencies
HarbisonWalker International Core Competencies HWI Core Competency Model 1 TABLE OF CONTENTS Core Competencies Accountability/Drive 3 Innovation 4 Collaboration 5 Customer Focus 6 Adapting to Change 7
More information