New Search
APPENDIX D <br /> Force Field Analysis <br /> 1. <br /> No Vision for Where the Program is Headed <br /> No Clear Setting of Priorities in the SW Program <br /> What's Keeping You From Setting What's Making You Want to Set <br /> Priorities /Vision? Priorities /Vision? <br /> There's nothing pushing us. There seems to We no longer want to be reactive. We want to be <br /> be overall general satisfaction with the proactive. We're striving for efficiency. <br /> program at the upper management level <br /> (Division Mgr and above) and with other cities. <br /> The overwhelming size of the program. It is a Issues going on in different tracks makes it <br /> complex program which makes it hard for staff confusing and difficult to know what's more <br /> to understand all of the issues. important. No clear understanding of the program <br /> at this time. <br /> No dear decision - making process. The In an effort to be coordinated, the same people are <br /> organization has a propensity for process. Our involved in different tracks because one issue <br /> culture (maybe especially for the stormwater solved has an effect on other parts of the program. <br /> program) does not value decisions made One person can only do so much. <br /> independently. The expectation is to involve <br /> everyone who has an interest. The function of <br /> "matrix management" is consensus decision - <br /> making. <br /> Division and Department managers request Limited resources Do the right thing vs. trying to <br /> more information when decisions are bumped do everything. <br /> up to their level (delaying the decision). Even <br /> at this level, there is a reluctance to make <br /> decisions The department head wants the <br /> managers to decide — make recommendations. <br /> Perhaps because of a serious level of distrust Being able to defend stormwater fees collected. <br /> between Maintenance and Engineering, the People still don't know where stormwater money <br /> Stormwater program started with a model of goes. If we had c /ear priorities, we could market <br /> shared decision - making, and continued that the program better. <br /> way. <br /> No one person assigned to lead. Many of the Commitment to the program. <br /> stormwater program pieces require different <br /> divisions' involvement (multi - divisional). No <br /> process established for visioning and setting <br /> priorities. <br /> 16 <br />