A 2013 employee engagement survey showed the organizational culture in the City of Vaughan, Ontario’s Public Works (PW) department was dominated by a lack of trust and a general feeling that staff were not respected or valued. The PW portfolio designed a multi-year program to improve the culture, beginning with two years (2014-15) of activities led by the Commissioner and Directors, including all-staff meetings to discuss the culture issues, and establishment of a Culture Change Committee made up of unionized and management staff to recommend and implement staff ideas to improve culture. At that time, managers and supervisors were enrolled in the PW Leadership Journey which provided training in people management and leadership. The most impactful changes are now taking place as front-line staff begin to lead and model the improved culture, for example through the award-winning Vaughan Innovators staff innovation competition. The City of Vaughan has since developed a corporate wide Masters’ Leadership training program which focuses on communication, innovation and change management. This program is mandatory for all leaders at the City. The success of the Vaughan Innovators program has also inspired a corporate roll out encouraging all staff to submit ideas to improve work processes and programs.
Learning Objectives:
1. Develop a culture change program with realistic multi-year targets.
2. Make in-course adjustments as the organization matures.
3. Create a common language around culture to overcome the visibility gap between management and front-line staff.
Contributor/Source
Zoran Postic
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