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BEFORE 
The City of Sunnyvale was recognized as a model city by President Clinton in
the early 1990’s, featured in the book Reinventing Government by David
Osborne and Ted Gaebler. By the end of the 90’s, the City Manager wanted
to take a pulse of the city and see what the attitudes and beliefs of the
employees were. The city embarked on a citywide survey, and when the results
came back, it was clear, as expected, that there was work to be done.
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“Dana
masterfully facilitated our divergent, multi-stakeholder
task force (consisting of management, staff, union, and non-union
employees) by sifting through data from hundreds of employee
surveys down to a prioritized list of top 10 workplace concerns.
Her use of a heart-felt visioning process in conjunction
with highly creative visuals at every meeting kept us keenly
focused on our goal. She skillfully engendered fully engaged,
passionate discussions among team members expressing conflicting
needs ultimately resulting in unwavering support for the
final findings by a unified task force.”
Heather VerWys
City of Sunnyvale
Facilitator/Workshop Leader
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UPON
ENTRY…
The City Manager decided that there should be emphasis in two areas: Identifying
key issues and then creating action plans to address these issues, as well as
clearly identifying what the city values needed to be and what they would look
like in action. We were hired to work with both cross-functional teams to design
the process that would get the city moving forward. |
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WHAT
WE DID…
The process was designed specifically to be collaborative and visual. Using graphic
templates, we reviewed the relevant survey information in each of the two teams.
The Values Team determined what the critical values for the city should be and
how they would look in action, as well as measured. The Action Planning Team
looked at the survey information from a different angle, addressing and prioritizing
the critical changes that needed to happen within the city. Throughout the process,
the city employees were kept in the loop via a specifically designed engagement
process the team members employed. Finally, when the information was at a final
review point, it was presented to the City Manager and his team for feedback
and implementation. |
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OUTCOME…
City of Sunnyvale employees felt their views had truly been heard and acted upon
at the completion of the process. Because they had been involved throughout,
they felt they had been able to comment on the work as it was being completed.
At the end, the citywide values were welcomed and accepted and the actions
implemented by the team were a great success. |
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