This award recognizes the innovative and successful local government programs or processes that have significantly affected a local government organization’s culture or strategic direction. For more information and additional winners, click/tap here.

Article below is an excerpt from the 2016 ICMA Annual Awards Program:

Building an Employee Culture of Excellence, Service, and Pride | Pismo Beach, California James R. Lewis, City Manager

Challenge: Develop a program to bring about cultural change rooted in service, innovation, and collaboration that would increase retention of skilled employees and attract the best and the brightest.

BACKSTORY
In 2013, Pismo Beach, a small, geographically isolated, full-service city, was in the human resources version of a perfect storm. Thanks to retirements and pension reform, the city would lose more than half its workforce between 2012 and 2016, including its veteran city manager. But with a rigid departmental structure that dampened collaboration and communication and an aversion to risk taking, the city’s organizational culture had little to attract new talent.

SOLUTION
In 2013, Pismo Beach hired a new “Generation X” manager, James Lewis, who valued inclusion, collaboration, and innovation. He knew cultural change was essential for success and began interviewing employees and community members and reviewing all city functions.

In November 2014, the city kicked off a new cultural program titled “Cuz We’re Pismo” at an all-day event attended by all nonessential employees. The day’s goals included articulating employees’ values; developing shared ownership in the city’s future; identifying what employees needed to be more effective; defining customer service expectations; and creating new relationships by breaking down department divisions.

Mr. Lewis then recruited staff from each department to serve on new strategic and operational committees. The city also solicited feedback for follow-up action plans and frequently updated staff on progress toward employee-set goals.

Today, the city emphasizes its new focus on service, innovation, and collaboration in all its recruitment and marketing materials. Quarterly new employee “cultural onboardings” reinforce Pismo Beach values and commitment to service, and annual celebrations continue.

Cost: Given the number of events, training opportunities, and recognition programs, the program is extremely cost effective. Total investment for more than 140 full- and part-time employees is $132 per person, for a total cost of $18,500 annually.

RESULTS

• Resident satisfaction is up, as demonstrated by recent passage of a sales tax initiative by 71.2 percent.
• City employees are empowered to provide service solutions that cut across department lines.
• Employee participation in events and professional development opportunities is higher than ever, the city is attracting stellar new talent, and retention is increasing.

LESSONS LEARNED

• Changing a city’s culture requires a clear objective, frequent communication, consistent effort, sincere engagement, and constant reevaluation of techniques used.
• Soliciting employee feedback is key to developing plans for new programs or tools to enhance job performance.