Three Passkeys to change management
A Shared Vision
Our goal is to build a countywide GIS. This vision was strongly held by a few
individuals but was not shared. Buffeted by the winds of public opinion it was
difficult to lash together a shared vision. Once a definite commitment was made
by those in command of the County, the ranks were able to pull together.
Early attempts to build a GIS were thwarted by understaffing, poor planning and
lack of executive endorsement. The original effort assigned one person to data
conversion. One person was to digitally convert paper maps to computer aided
drafting files (CAD). This task, would have taken over 13 years to complete. The
employee became discouraged, the vision became diluted and witnesses to the
project felt that their suspicions, that a GIS could never be built, were confirmed.
One Executive stepped forward and personally championed the cause. He
recognized the need to for a comprehensive strategic plan and contracted with a
consultant to develop one. He also hired surveyors and technical staff,
purchased equipment, and was awarded a software grant. I think he reasoned
that inertia could be overcome by momentum. An Executive Steering Committee
was formed to guide the momentum. It was a round-table approach.
Unfortunately, the high profile project attracted a cautious public. The public
observers were unconvinced that the project was a reasonable expenditure. This
made the Elected Officials uncomfortable. Department Heads, both on and off of
the Steering Committee reassessed their association with the project and
eventually Steering Committee meetings stalled and funding dipped.
Finally, the Commissioners assigned the County Administrator the tasks of
building unity within the County and assuring the public that the project was
sound. The commitment of the highest-ranking officials has been reassuring to
the citizens and to the officials.
Our goal, to build a countywide GIS, could only be realized with a shared vision.
Commissioner endorsement has helped subordinate officials to understand that
this can be done. Further, that GIS is a service to the departments. It has been
demonstrated to have a positive benefit/cost ratio and it is useful tool. It will not
control how a department executes its mandate. The program is now in its fourth
year.
Creativity
Mason County experienced over 160% employee turnover in the initial phases of
GIS development. Data conversion, necessary to build a survey accurate
basemap, will require over 54,000 iterations of the same task. It is mind-numbing
work. The employees were able to help improve job satisfaction.
Given the Procedure’s Manual to update, employees automated some tasks,
shortened some processes and bought time between shipments. The staff was
then given an opportunity to devote the time between shipments to developing
skills that will soon be in demand. One person is building a state of the art
hydrological model while another person is becoming the County demographic
expert.
Moving from a drafting table and hand drawn cartoon maps to ultra accurate
digital maps is a giant change in our local government culture. Allowing
employees to help design the process to conform to the product specifications
has not only led to better job satisfaction and retention. It has also led to visible
interim products that have helped keep the project vital.
Milestones
Improved job satisfaction and permission to develop key projects by the staff
have helped to draw positive attention to the Mapping Services Department.
The hydrological project will eventually collect near real-time flood crest data
from the internet. The model will not only serve the Public Works Department but
also those charged with protecting endangered salmon. When one of our
highways floods, the salmon are tricked into swimming across the road into a
farmers field. This attracts negative attention now, but will be avoidable in the
future.
Citizens, as well as engineers and salmon are benefiting from the special
projects. Simple plots of the demographics were made and donated to a nonprofit
group. The group is charged with identifying housing solutions for lower
income citizens. They were immediately deemed useful and more refined work
is on the drawing board.
Allowing for creativity improved production on a long and dull process. Valuing
employee input has made not only a better process, but also a better workplace
and a better reputation for the Department. The results shed a positive light on
the program, which was needed to maintain a sense of success and motion. It
has led to continued and enthusiastic support from once tentative executives.
Conclusion
Wholesale change, on a countywide scale, is an enormous effort. Lasting
change can only be accomplished with:
- The shared vision of top management,
- The intellectual creativity of employees, and a
- Series of visible quality products.
Our goal is to build a countywide GIS. Because the endeavor is expensive and
was initially invisible it met with barriers to implementation. With these three
passkeys to change management, our shop is now running smoothly.
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