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HomeMy WebLinkAbout1987-02-16 #1-87TOWN OF NEWCASTLE MEETING: GENERAL PURPOSE AND DATE: FEBRUARY 16TH, 1987 REPORT #: MAYOR'S #1-87 FILE #: V%7. (c,) REPORT File # ,i o-/ � 95 Res. # ,%Z/ "//k -7 By -Law #—mak% COMMITTEE SU ECT: DIAGNOSTIC CHECKLIST OF ORGANIZATIONAL HEALTH RECOMMENDATIONS: That the General Purpose and Administration Committee respectfully recommend to Council: 1. That this report be received; and 2. That the attached Diagnostic Checklist of Organizational Health be adopted and completed annually, as part of an ongoing evaluation and self assessment of the Administration of the Town of Newcastle BACKGROUND AND COMMENTS: New demands from a changing market place have combined with limited resources to issue real challenges for our Municipality. An operational review provides an opportunity to take an orderly look at how efficiently and effectively an organization uses its human, physical and financial resources to provide programs and services which meet stated goals and objectives. It helps identify specific steps that can be taken to better ../2 MAYOR'S #1-87 (CONT'D) achieve these goals and objectives. A review should be part of a regular ongoing management process. Without ongoing attention to "organizational fitness", budgets get fat, people work at cross purposes, confusion reigns, morale drops and co-operation suffers. Last year, Members of Council completed the attached checklist. The S' average score was 52, which fell into the low category. By completing this review on an annual basis, this questionnaire may be used as a yardstick to measure improvements from year to year. Respectfully submitted, /mr Feb.9, 1987 I CLEAR GOALS AND OBJECTIVES A Diagnostic Checklist of Organizational Health. 5 4 3 2 1 organization and have a clear vision of how we are going to get there. Read each question and circle the appropriate Doing 2. response. This Doing Doing Doing Not Very This This This Doing Well Well OK Poorly This Statements 5 4 3 2 1 I CLEAR GOALS AND OBJECTIVES 1. We know where we are headed as an 5 4 3 2 1 organization and have a clear vision of how we are going to get there. 2. We have concise goals and objectives that 5 4 3 2 1 are clearly understood by everyone in our organization. 3. We have action plans and strategies for 5 4 3 2 1 achieving our goals and objectives. 4. We monitor our progress towards our goals 5 4 3 2 1 and objectives, and make adjustments when necessary. 5. Other organizations in the community 5 4 3 2 1 understand where and how our organization fits into the overall provision of recreation in the community. II UNDERSTAND THE ENVIRONMENT We monitor local, provincial and national 5 4 3 2 1 trends that affect our organization and community. 7. We spend time considering community 5 4 3 2 1 needs and relating our plans and priorities to these. 8. We consult with users and staff before 5 4 3 2 1 we introduce a change that affects them. 9. Other organizations understand how our 5 4 3 2 1 organization fits into the overall provision of recreation in the community. 10. We know who our target audience is, 5 4 3 2 1 what services they require and how we can reach them. III PLAN 11. Our plans clearly identify objectives, tasks, 5 4 3 2 1 who will do what, and target dates for review and completion. III PLAN (ConVd.) 12. Our organization has a good track record 5 4 3 2 1 of taking new ideas and seeing them through to implementation. 13. When considering the expansion or 5 4 3 2 1 elimination of services, we carefully consider financial, staffing and user implications plus other important issues. 14. We talk to other organizations like ours 5 4 3 2 1 to share ideas and compare plans. 15. People's efforts are co-ordinated. Roles 5 4 3 2 1 and responsibilities are clear. 1V PROBLEM SOLVING 16. When faced with a problem, our 5 4 3 2 1 organization responds quickly with an appropriate solution or course of action. 17. People work together on finding the best 5 4 3 2 1 solutions to our problems. 18. People provide each other with adequate 5 4 3 2 1 information for problem solving. 19. People openly discuss their successes, 5 4 3 2 1 problems and even their failures. 20. In our organization we are interested 5 4 3 2 1 in identifying and solving problems, not attaching blame. V PEOPLE ARE IMPORTANT 21. People feel they are valued members of 5 4 3 2 this organization. Their contribution is important. 22. There are trusting and respectful 5 4 3 2 relationships between people and groups in this organization. 23. When new staff join, they are provided 5 4 3 2 with an indepth orientation to our organization. They are made to feel part of the team. 24. Our organization provides a learning 5 4 3 2 environment in which people get support, encouragement and feedback. 1 1 1 1 25. We encourage all members to further 5 4 3 2 1 develop their skills and we make developmetal opportunities available to them. VI EVALUATE 26. Each year we review the previous year's 5 4 3 2 1 accomplishments and disappointments, and identify areas requiring improvement. 27. We regularly monitor our various programs, 5 4 3 2 1 services and facilities to ensure that they are effectively meeting community needs. 28. Budget, staffing, program and other reviews 5 4 3 2 1 are done on a regular basis. 29. We monitor our progress towards our 5 4 3 2 1 goals and objectives, and make adjustments when necessary. 30. Members of the community are frequently 5 4 3 2 1 asked for opinions on things our organization can do to improve its services. 3. Tabulate your scores. strongly suggests the need for in depth analysis and improvement. Transfer the total scores from each category to the appropriate spaces below. Once you have developed a sense of how The highest total score you could have for your organization is doing overall, your next any category is 25 (5 questions x 5 points). step will be to give each category closer scrutiny. This may give you some idea of I Clear goals and where the biggest opportunities for objectives improvement lie: 11 Understand the o A high score (18-25) -- things are environment probably O.K. III Plan o A medium score (11-17) -- probably all right, but room for improvement. IV Problem solving o A low score (0-10) -- definite room for V People are important improvement. VI Evaluate Total Calculate the total score. A high score (110-150) indicates that overall, your organization is doing well. A medium score (70-110) suggests that there may be room for improvement. A low score (0-70) The diagnostic checklist provides a preliminary review of your organization and its operation. You may wish to use it to initiate discussions with your co-workers. Compare scores. See if each of you identify the same strengths and weaknesses. Refer back to it when you develop your terms of reference.