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Leadership Competencies and County Values Management Focus Group October/November 2005

Leadership Competencies and County Values Management Focus Group October/November 2005. Background. Background. February 2005 - Board of Supervisors adopts a CEO structure.

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Leadership Competencies and County Values Management Focus Group October/November 2005

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  1. Leadership Competencies and County Values Management Focus Group October/November 2005

  2. Background

  3. Background • February 2005 - Board of Supervisors adopts a CEO structure • Combines the strong leadership of elected officials with the equally strong managerial experience of a professional manager (CEO) • Purpose: to achieve a high-performance organization focused on the Board’s values for the organization: • Accountability • Customer focused • Efficiency

  4. Accountability – Individual and/or group responsibility for achieving measurable outcomes to meet customer needs As defined by 170 managers at October 2005 Leadership Congress • Customer-Focused – Understanding the needs and problems of the citizens of Santa Barbara (external customers) and our fellow County colleagues (internal customers) in order to provide quality service (courteous, respectful, non- discriminatory, responsive, consistent, efficient, and accountable) • Efficiency – Achieving desired outcomes through the use of flexible, creative, available, limited resources in a timely manner, ultimately exceeding expectations

  5. Background To fully realize and institutionalize values requires: • Strong, focused leadership throughout the organization • Creating sound business systems based on competencies that reflect values of: Accountability, Customer- Focused, and Efficiency

  6. Steps to Success • Met with CEO to identify core management competencies important to his efforts to successfully run the organization • Met with Department Heads – refined core management competencies • Surveyed all executives and managers to test/validate competencies • Conducting focus groups with 30% of managers to further test/validate competencies, connect competencies to values, and explore additional concepts

  7. Steps to Success • Build sound HR business systems: • Classification and compensation structure for management • Performance management system • Marketing, recruitment, and selection • Training, development, and workforce planning • Recognition and rewards systems

  8. Purpose of Focus Groups • Share survey results • Connect competencies to ACE • Explore the development of a County Mission Statement based on ACE • Discuss the current classification and compensation structure • Discuss the necessary components of a performance management system

  9. Survey Results

  10. Overview • 152 responses out of a total of 340 (45%) • 27% Executive Management • 73% Middle Management • Responses received from all departments • Employment with County:

  11. Length of time in current position: General Feedback on Competencies:

  12. Questions? Comments?

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