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CITY OF ORONO INTERNAL ORGANIZATIONAL STUDY:PROJECT PROPOSAL <br /> acquired patterns of thinking at the organizational level and the need to develop non-defensive <br /> mechanisms for examining and sharing (talking about) the nature of these patterns. <br /> 4. Shared vision: True creativity and innovation are based on group (staff, elected officials, <br /> commissions & residents) creativity. The shared vision the group depends on, can only be <br /> built on the personal vision of its members. The shared vision occurs when the vision is no <br /> longer seen by the team members as separate from the self. <br /> 5. Team learning: Effective team learning involves alternating processes for dialogue and <br /> discussion. Dialogue is used as an exploratory exercise that widens possibilities, whereas <br /> discussion narrows down the options to find the best alternatives for future decisions. <br /> Understanding of the Strategic Questions: <br /> Based on discussions with tlle City Administrator on the current status of the City the following Strategic <br /> Questions are raised: <br /> • What is the culture individuals experience when they work with Orono staff? <br /> o Are the current values or is the current culture properly ali��ed with the mission of the staff <br /> and council? <br /> • Is the mission well defined and accepted? <br /> • What are the strengths,weaknesses of the organization? <br /> • What opportunities and threats are present? <br /> • Are employees aware of their individual and team responsibilities for tl�e wellbeing of their <br /> department and the organization? <br /> Project Objectives <br /> In order to meet the goals of the study project,the following key objectives have been identified: <br /> 1. Complete an Internal Organizational Study of Culture and Organizational Health by February_ <br /> containing: <br /> • A detailed characterization of the current culture with respect to the effective delivery of <br /> City services,organization and staffing <br /> • Initial identification of ideal models for service,organization and staffing. <br /> 2. Facilitate the identificatio�l and movement toward a shai-ed vision of an effective City of Orono <br /> organizational culture by March_. <br /> • A S.W.O.T. analysis ofthe organization as part of a retreat. Facilitate the self- <br /> identification of the cuirent culture and values that characterize the functioning of the <br /> organization,and the ways in which tllose are functional and dysfunctional. <br /> • Implementation strategies to move from the current state involving services/service levels, <br /> organizational structure,organizational culture and staffing levels to the ideal state. <br /> 3. Facilitate a strategic plani�ing/goal setting retreat for the cou��cil &manager&department heads <br /> building fi-om the agreed organizational vision(or sha��ed vision of an effective organization,or <br /> organizational culture). <br /> 4 <br />