Broward County 2006 Employee Survey Results

Transcription

1 Broward County 2006 Employee Survey Results Presented by ETC Institute April 2006 Overview/Purpose ) ) ) Gather input from employees in 7 core areas 5 Compensation and Benefits 5 Working Environment 5 Employee Recognition 5 Communication 5 Equipment and Resources 5 Professional Development 5 Strategic Direction/Mission Accomplishment Identify priorities for organizational improvement Provide a mechanism for objectively evaluating organizational performance over time ETC Institute (April 2006) 1

2 Employee Survey Results ) ) ) ) ) Administered to all County employees more than 3,500 of the County's employees completed the survey took approximately minutes to complete precision of +/-1.5% at the 95% level of confidence Results valid for major County departments and most work units Demographics ETC Institute (April 2006) 2

3 Demographics: Number of Years Worked for Broward County by percentage of respondents 3-4 years 6-10 years 17% 0-2 years 17% No response 6% years 14% More than 20 years 14% years or more 13% Demographics: What is Your Supervisory Status by percentage of respondents Non-supervisor 60% No response 7% First-line supervisor Manager 12% Senior executive/direc 3% ETC Institute (April 2006) 3

4 Demographics: Are You Employed Full Time or Part Time by the County? by percentage of respondents Full Time 93% No response 3% Part time no benefits 2% Part time w/benefits 2% Demographics: Gender by percentage of respondents Male 54% Female 46% ETC Institute (April 2006) 4

5 Demographics: Age by percentage of respondents years 27% Under 30 years 7% years 46% No response 9% 61+ years Demographics: Ethnicity/National Origin by percentage of respondents (total is greater than 100%) White/Caucasian 59% Black/African American Hispanic, Latino or Spanish ancestry 9% Asian/Pacific Islander American Indian/Eskimo Other 1% 3% 3% No response 0% 20% 40% 60% STRATEGIC DIRECTION/MISSION ACCOMPLISHMENT ETC Institute (April 2006) 5

6 Demographics: Departmental Representation of Respondents by percentage of respondents Community Services 35% Aviation Department 4% Other 5% Finance/Admin 13% Human Services 9% No response 5% Dept of Urban Planning 6% Port Everglades 4% Environmental 4% Public Works Overall Ratings ETC Institute (April 2006) 6

7 Q111. Overall, How Satisfied are You With Your Employment at Broward County? by percentage of respondents Satisfied 44% Very satisfied Neutral Dissatisfied 10% Don't know 1% Very dissatisfied 4% Q112. Is Broward County a Good Employer? by percentage of respondents Yes 80% No 10% Don't know 10% ETC Institute (April 2006) 7

8 Q113. The Image that Broward County Has as an Employer by percentage of respondents Good 43% Excellent Don't know 3% Average 26% Below Average 9% Poor 4% Q114. Would You Recommend Employment at Broward County to a Friend or Relative? by percentage of respondents Yes 75% Don't know 13% No 12% ETC Institute (April 2006) 8

9 What Do Your Customers Think? Overall Satisfaction with County Services Broward County vs. Large U.S. Average by percentage of respondents who rated the item as a 1 to 5 on a 5-point scale (excluding don't knows) 62% Quality of services provided by the County 47% Source: ETC Institute (Broward County Residents ) 0% 20% 40% 60% Broward County US Large Community Avg ETC Institute (April 2006) 9

10 Efforts to Meet the Growing Needs of Customers, Are Placing Pressure on the Organization Q115. Compared to Two Years Ago, How Do You Think the Overall Quality of the Work Environment in Your Department Has Changed? by percentage of respondents (excluding don't knows) Somewhat better Stayed the same 30% Much better Much worse 16% Somewhat worse ETC Institute (April 2006) 10

11 How Employees Think the Work Environment Has Changed Over the Past 3 Years by Department Division % Better % Worse Ratio of Better to Worse Urban Planning Environment Public Works/Trans Other Comm Services Overall Finance/Admin Human Services Port Everglades Aviation Core Area: Equipment and Resources ETC Institute (April 2006) 11

12 QA. Level of Agreement with Various Statements Core Area: Equipment and Resources by percentage of respondents (excluding "Not Apply" responses) County's system meets my needs County's voice mail system meets my needs Computers and office equip meet needs I have the equipment I need to do quality work The equipment I use is well-maintained I have adequate space to do job Protective equipment readily available Overall satisfaction with equipment resources Repairs are completed in a timely manner Facilities well maintained in my building Heating and air is adequate Competent people hired in my Department 29% 24% 14% 14% 12% 51% 12% 8% 47% 44% 43% 43% 44% 43% 14% 13% 20% 44% 38% 35% 36% 36% 17% 17% 31% 34% 28% We have enough staff to do job 30% 44% Job vacancies are filled in a timely manner 6% 54% 0% 20% 40% 60% 80% 100% Strongly Agree (5) Agree (4) Neutral (3) Disagree (2,1) EQUIPMENT AND RESOURCES QA-15. Top Priorities for Improvement in the Core Area: Equipment and Resources by percentage of respondents who chose three items as most important to improve Job vacancies are filled in a timely manner 41% We have enough staff to do job 35% Competent people hired in my Department 27% Heating and air is adequate Facilities well maintained in my building I have the equipment I need to do quality work Repairs are completed in a timely manner 16% I have adequate space to do job 13% Computers and office equip meet needs 12% The equipment I use is well-maintained 12% Protective equipment readily available 4% County's voice mail system meets my needs 3% County's system meets my needs 3% 0% 20% 40% 60% 1st Choice 2nd Choice 3rd Choice EQUIPMENT AND RESOURCES ETC Institute (April 2006) 12

13 2006 Broward County Employee Survey Importance-Satisfaction Assessment Matrix -Equipment and Resources- (points on the graph show deviations from the mean importance and satisfaction ratings given by respondents to the survey) Exceeded Expectations lower importance/higher satisfaction mean importance Continued Emphasis higher importance/higher satisfaction Satisfaction Rating County's system meets my needs County's voice mail system meets my needs Computers and office equipment meet needs The equipment I use is well-maintained I have adequate Protective equipment space to do job readily available Repairs are completed Facilities well in a timely manner maintained in my building Heating and air is adequate I have the equipment I need to do quality work Competent people hired in my Department We have enough staff to do the job mean satisfaction Less Important lower importance/lower satisfaction Lower Importance Source: ETC Institute (Broward County 2006) Importance Ratings Job vacancies are filled in a timely manner Opportunities for Improvement higher importance/lower satisfaction Higher Importance Equipment and Resources Category of Service Most Important % Most Important Rank Satisfaction % Satisfaction Rank Importance- Satisfaction Rating Very High Priority (IS >.20) Job vacancies are filled in a timely manner 41% We have enough staff to do job 35% 2 41% High Priority (IS ) Competent people hired in my Department 27% 3 48% Heating and air is adequate 4 50% Medium Priority (IS <.10) Facilities well maintained in my building 5 50% Repairs are completed in a timely manner 16% 7 56% I have the equipment I need to do quality work 6 67% I have adequate space to do job 13% 8 66% Computers and office equip meet needs 12% 9 67% The equipment I use is well-maintained 12% 10 65% Protective equipment readily available 4% 11 62% County's voice mail system meets my needs 3% 12 70% County's system meets my needs 3% 13 80% ETC Institute (April 2006) 13

14 Core Area: Working Environment QB. Level of Agreement with Various Statements Core Area: Working Environment by percentage of respondents (excluding "Not Apply" responses) I am treated with respect by my co-workers Age discrimination is NOT problem in work unit Gender discrimination NOT a problem in work unit I am treated with respect by immediate supervisor Racial/ethnic discrimination is NOT a problem I feel safe from violence at work Work unit does all possible to avoid accidents I can express opinions with immediate supervisor I am treated with respect by senior management My morale at work is usually high Safety continually emphasized in work unit Overall satisfaction with working environment Managers take appropriate action with problems Assignments in work unit distributed fairly I can express opinions with senior managers Conflict between coworkers resolved effectively Senior managers listen to employees Conflict with mgrs/employees resolved effectively Employee morale is high Poor job performance dealt with effectively Senior managers use employee input for decisions 34% 38% 39% 40% 36% 29% 33% 28% 20% 10% 10% 41% 38% 39% 30% 34% 29% 32% 29% 29% 50% 42% 41% 37% 38% 42% 45% 35% 39% 38% 40% 14% 12% 16% 29% 28% 10% 7% 9% 10% 12% 14% 12% 17% 27% 32% 26% 35% 30% 40% 38% 40% 0% 20% 40% 60% 80% 100% Strongly Agree (5) Agree (4) Neutral (3) Disagree (2,1) WORKING ENVIRONMENT ETC Institute (April 2006) 14

15 2006 Broward County Employee Survey Importance-Satisfaction Assessment Matrix -Working Environment- (points on the graph show deviations from the mean importance and satisfaction ratings given by respondents to the survey) Satisfaction Rating Exceeded Expectations low er importance/higher satisfaction Age discrimination is NOT problem in work unit Less Important lower importance/lower satisfaction Lower Importance Gender discrimination not a problem Source: ETC Institute (Broward County 2006) Racial/ethnic discrimination is NOT a problem I feel safe from violence at work Work unit does all possible to avoid accidents I am treated with respect by senior management My moral at work is usually high Safety continually emphasized in work unit I am treated with respect by my co-workers mean importance I am treated with respect by immediate supervisor Conflict between coworkers resolved effectively I can express opinions with immediate supervisors Managers take appropriate action with problems Conflict with managers/ employees resolved effectively Importance Ratings I can express opinions with senior managers Assignments in work unit distributed fairly Continued Emphasis higher importance/higher satisfaction Senior managers listen to employees Employee moral Poor job performance is high dealt with effectively Senior managers use employee input for decisions Opportunities for Improvement higher importance/lower satisfaction Higher Importance mean satisfaction Working Environment Category of Service High Priority (IS ) Most Important % Most Important Rank Satisfaction % Satisfaction Rank Importance- Satisfaction Rating Senior managers use employee input for decisions 2 35% Employee morale is high 1 40% Poor job performance dealt with effectively 3 39% Senior managers listen to employees 4 44% Medium Priority (IS <.10) I can express opinions with senior managers 13% 6 50% Assignements in work unit distributed fairly 13% 5 54% Conflict with mgrs/employees resolved effectively 9% 7 43% Conflict between coworkers resolved effectively 8% 8 45% Managers take appropriate action with problems 7% 10 57% I can express opinions with immediate supervisor 8% 9 68% My morale at work is usually high 6% 13 61% I feel safe from violence at work 7% 11 71% I am treated with respect by senior management 6% 14 67% Racial/ethnic discrimination is NOT a problem 7% 12 74% Safety continually emphasized in work unit 4% 16 59% I am treated with respect by immediate supervisor 6% 15 77% Work unit does all possible to avoid accidents 2% 20 68% Gender discrimination NOT a problem in work unit 3% 17 80% Age discrimination 2% 19 80% I am treated with respect by my co-workers 2% 18 84% ETC Institute (April 2006) 15

16 Core Area: Employee Recognition QC. Level of Agreement with Various Statements Core Area: Employee Recognition by percentage of respondents (excludes "Not Apply" responses) My work is appreciated by immediate supervisor 29% 39% My immediate supervisor tells me when I do well 26% 37% My work is appreciated by senior manager 34% 26% Overall satisfaction with employee recognition 27% 24% 38% Employees who perform well are recognized 41% Rewards/recognition distributed fairly 10% 20% 24% 46% 0% 20% 40% 60% 80% 100% Strongly Agree (5) Agree (4) Neutral (3) Disagree (2,1) EMPLOYEE RECOGNITION ETC Institute (April 2006) 16

17 2006 Broward County Employee Survey Importance-Satisfaction Assessment Matrix -Employee Recognition- (points on the graph show deviations from the mean importance and satisfaction ratings given by respondents to the survey) Exceeded Expectations low er importance/higher satisfaction mean importance Continued Emphasis higher importance/higher satisfaction Satisfaction Rating My work is appreciated by immediate supervisor My immediate supervisor tell me when I do well My work is appreciated by senior manager mean satisfaction Less Important lower importance/lower satisfaction Lower Importance Source: ETC Institute (Broward County 2006) Importance Ratings Employees who perform well are recognized Opportunities for Improvement Rewards/recognition distributed fairly higher importance/lower satisfaction Higher Importance Employee Recognition Category of Service Most Important % Most Important Rank Satisfaction % Satisfaction Rank Importance- Satisfaction Rating Very High Priority (IS >.20) Rewards/recognition distributed fairly 43% 2 30% Employees who perform well are recognized 42% 1 36% High Priority (IS ) My work is appreciated by senior manager 29% 3 52% Medium Priority (IS <.10) My immediate supervisor tells me when I do wel 17% 4 63% My work is appreciated by immediate superviso 16% 5 68% ETC Institute (April 2006) 17

18 Core Area: Compensation & Benefits QD. Level of Agreement with Various Statements Core Area: Compensation & Benefits County does good job informing about health care County's health care benefits easy to use Amount of sick leave each year is adequate County's health care plan meets my needs Amount of vacation I receive is reasonable County does good job of informing about retirement County does good job instructing if injured on job Problems errors with pay easy to resolve County's retirement plan meets needs What employees pay for health care is comparable Employees are reimbursed in timely fashion Overall, I am reasonably compensated for work I do Problems with County's health care easy to resolve by percentage of respondents (excluding "Not Apply" responses) 17% 16% 16% 13% 12% 34% I am paid fairly for work I perform 8% 28% 45% 0% 20% 40% 60% 80% 100% Strongly Agree (5) Agree (4) Neutral (3) Disagree (2,1) 38% 37% 36% 50% 52% 47% 48% 47% 44% 44% 42% 35% 53% 29% 38% 14% 20% 14% 16% 24% 29% 9% 16% 5% 10% 16% 14% 17% 17% 20% 30% COMPENSATION & BENEFITS ETC Institute (April 2006) 18

19 2006 Broward County Employee Survey Importance-Satisfaction Assessment Matrix -Compensation and Benefits- (points on the graph show deviations from the mean importance and satisfaction ratings given by respondents to the survey) Exceeded Expectations low er importance/higher satisfaction County does good job informing about health care mean importance Continued Emphasis higher importance/higher satisfaction Satisfaction Rating County's health care benefits easy to use County's health care plan meets my needs County's does good job instructing if injured on job Amount of sick leave each year is adequate County does good job of informing about retirement Problems/errors with pay easy to resolve Employees are reimbursed in timely fashion Problems with County's health care easy to resolve Amount of vacation I receive is reasonable County's retirement plan meets needs What employees pay for health care is comparable mean satisfaction Less Important lower importance/lower satisfaction Lower Importance Source: ETC Institute (Broward County 2006) Importance Ratings I am paid fairly for work I perform Opportunities for Improvement higher importance/lower satisfaction Higher Importance Compensation & Benefits Category of Service Most Important % Most Important Rank Satisfaction % Satisfaction Rank Importance- Satisfaction Rating Very High Priority (IS >.20) I am paid fairly for work I perform 49% 1 36% Medium Priority (IS <.10) What employees pay for health care is comparable 2 54% Amount of vacation I receive is reasonable 16% 3 65% County's retirement plan meets needs 12% 4 57% Employees are reimbursed in timely fashion 8% 8 51% County's health care plan meets my needs 5 69% Problems errors with pay easy to resolve 8% 7 59% Amount of sick leave each year is adequate 10% 6 70% County does good job of informing about retirement 8% 9 63% Problems with County's health care easy to resolve 5% 11 47% County does good job instructing if injured on job 6% 10 60% County's health care benefits easy to use 4% 12 71% County does good job informing about health care 2% 13 87% ETC Institute (April 2006) 19

20 Core Area: Communication QE. Level of Agreement with Various Statements Core Area: Communication by percentage of respondents (excluding "Not Apply" responses) County does good job of informing on Internet 20% 51% 20% 9% I know where to go with questions 17% 52% 17% 13% Employee newsletters provide useful information 50% 24% My immediate supervisor keeps me well informed 36% 24% It is easy to contact senior mgrs in my department 17% 41% 20% I receive information in a timely manner 14% 37% 28% Overall, I am satisfied with communication 37% 27% Communication with work unit and INSIDE is good 10% 32% 33% Sr County Managers keep us informed 10% 30% 26% 34% Communication with work unit and OUTSIDE is good 7% 30% 33% 30% 0% 20% 40% 60% 80% 100% Strongly Agree (5) Agree (4) Neutral (3) Disagree (2,1) COMMUNICATION ETC Institute (April 2006) 20

21 2006 Broward County Employee Survey Importance-Satisfaction Assessment Matrix -Communication- (points on the graph show deviations from the mean importance and satisfaction ratings given by respondents to the survey) Exceeded Expectations low er importance/higher satisfaction mean importance Continued Emphasis higher importance/higher satisfaction Satisfaction Rating County does a good job of informing on Internet Employee newsletters provide useful information I know where to go with questions It is easy to contact senior managers in my department My immediate supervisor keeps me well informed I receive information in a timely manner mean satisfaction Less Important lower importance/lower satisfaction Lower Importance Source: ETC Institute (Broward County 2006) Importance Ratings Communication with work unit and OUTSIDE is good Communication with work unit and INSIDE is good Opportunities for Improvement Sr County Managers keep us informed higher importance/lower satisfaction Higher Importance Communication Medium Priority (IS <.10) Category of Service Most Important % Most Important Rank Satisfaction % Satisfaction Rank Importance- Satisfaction Rating High Priority (IS ) Communication with work unit and INSIDE is good 30% 1 42% Sr County Managers keep us informed 29% 2 40% Communication with work unit and OUTSIDE is good 5 37% I receive information in a timely manner 3 51% Medium Priority (IS <.10) My immediate supervisor keeps me well informed 4 57% It is easy to contact senior mgrs in my department 12% 6 58% I know where to go with questions 8% 7 69% Employee newsletters provide useful information 5% 8 65% County does good job of informing on internet 4% 9 71% ETC Institute (April 2006) 21

22 Core Area: Professional Development QF-73. Level of Agreement with Various Statements Core Area: Professional Development I was prepared for this job when I started County's orientation for new employees effective Work I perform is evaluated fairly County provides opportunities for prof development Get constructive feedback from immediate suprvsr I receive adequate training from County to do job I receive adequate job training from Div/Dept Immediate supervisor understands my career goals Immediate supervisor supports career goals Div/Dept orientation for new employees effective Immediate supervisor encourages prof development Overall, satisfied with professional development Training not available inside Cnty, found outside Supervisors in Div/Dept have skills to supervise Adequate opportunities for career advancement I feel like I have a mentor at work All qualified individuals considered for promotion Promotions awarded fairly by percentage of respondents (excluding "Not Apply" responses) 28% 17% 13% 13% 20% 14% 9% 13% 8% 7% 30% 30% 45% 53% 45% 42% 41% 45% 45% 39% 36% 43% 34% 39% 34% 26% 17% 24% 27% 26% 26% 14% 13% 8% 24% 27% 36% 36% 41% 44% 47% 0% 20% 40% 60% 80% 100% Strongly Agree (5) Agree (4) Neutral (3) Disagree (2,1) PROFESSIONAL DEVELOPMENT ETC Institute (April 2006) 22

23 2006 Broward County Employee Survey Importance-Satisfaction Assessment Matrix -Professional Development- (points on the graph show deviations from the mean importance and satisfaction ratings given by respondents to the survey) Exceeded Expectations low er importance/higher satisfaction mean importance Continued Emphasis higher importance/higher satisfaction Satisfaction Rating Less Important lower importance/lower satisfaction Lower Importance Source: ETC Institute (Broward County 2006) County's orientation for new employees effective Get constructive feedback from immediate supervisor I receive adequate training from County to do job Immediate supervisor understands my career goals Immediate supervisor supports career goals Div/Dept orientation for new employees effective I was prepared for this job when I started County provides opportunities for prof development Training not available inside County, found outside I feel like I have a mentor at work Importance Ratings Work I perform is evaluated fairly I receive adequate job training from Div/Dept Immediate supervisor encourage prof development Supervisors in Div/Dept have skills to supervise Adequate opportunities for career advancement All qualified individuals considered for promotions Promotions awarded fairly Opportunities for Improvement higher importance/lower satisfaction Higher Importance mean satisfaction Professional Development Category of Service Most Important % Most Important Rank Satisfaction % Satisfaction Rank Importance- Satisfaction Rating Very High Priority (IS.>.20) Promotions awarded fairly 28% 1 28% High Priority (IS ) All qualified individuals considered for promotions 24% 2 33% Supervisors in Div/Dept haved skills to supervise 3 41% Adequate opportunities for career advancement 4 39% Medium Priority (IS <.10) I feel like I have a mentor at work 9% 6 36% Work I perform is evaluated fairly 10% 5 62% Training not available inside Cnty, found outside 7% 8 48% I receive adequate job training from Div/Dept 8% 7 58% Constructive feedback from immediate supervisor 7% 9 60% Immediate supervisor encourages prof development 5% 12 53% Div/Dept orientation for new employees effective 5% 13 54% Immediate supervisor supports career goals 5% 11 56% County provides opportunities for prof development 5% 10 61% I receive adequate training from County to do job 4% 14 58% Immediate supervisor understands my career goals 4% 15 58% I was prepared for this job when I started 3% 16 73% County's orientation for new employees effective 2% 17 68% ETC Institute (April 2006) 23

24 GAP ANALYSIS Gap Analyis: Satisfied Employees vs Dissatisfied Employees (Q122) Rank Item Rated Mean Rating Satisfied Employees Mean Rating for Employees Not Satisfied GAP 1 Q27 Senior managers in my Division/Department listen to employees Q28 Senior managers use input from employees to make decisions Q88 Promotions are awarded fairly Q43 Rewards & recognition are distributed fairly in my Division/Department Q26 I am comfortable expressing my opinions to senior managers in my Div/Dept Q87 All qualified individuals are considered for promotions Q41 My work is appreciated by senior managers in my Division/Department Q42 Employees who perform well receive adequate recognition in my Division/Dept Q19 Senior managers in my Division/Department treat me with respect Q30 Conflict between managers & employees is resolved effectively Q90 I am satisfied with the professional development opportunities that are available Q83 I feel like I have a mentor at work Q33 Poor job performance is dealt with effectively by managers in my work unit Q86 There are adequate opportunities for career advancement Q25 I am comfortable expressing my opinions to my immediate Supervisor Q32 Managers in my work unit take appropriate action when they learn about problems Q59 I am reasonably compensated for the work I do Q85 When training is not offered by the County I am given adequate opportunities elsewh Q31 Assignments in my work unit are distributed fairly Q78 Work I perform is evaluated fairly ETC Institute (April 2006) 24

25 Comparative Strengths and Weaknesses Comparative Strengths Broward County vs. National Average by percentage of respondents who rated the item as a "4" somewhat agree or "5" strongly agree on a 5-point scale (excluding "Not Apply") County's system meets my needs 74% 80% I am treated with respect by my co-workers 79% 84% New employee orientation programs are effective 61% 68% County does good job informing about health care 77% 86% County health plan benefits are easy to use 62% 71% 0% 20% 40% 60% 80% 100% Broward County National Benchmark ETC Institute (April 2006) 25

26 Comparative Weaknesses Broward County vs. National Average by percentage of respondents who rated the item as a "4" somewhat agree or "5" strongly agree on a 5-point scale (excluding "Not Apply") Job vacancies filled in a timely manner 49% Promotions are awarded fairly 28% 59% Rewards/Recognition Distributed Fairly 30% 45% Senior managers use employee input for decisions 35% 54% I am treated with respect by senior management 67% 84% I am fairly paid 36% 49% Problems with my pay are easy to resolve 59% 91% 0% 20% 40% 60% 80% 100% Source: ETC Institute (March 2006) Broward County National Benchmark Top Priorities for Action Reduce the Time it Takes to Fill Job Vacancies: Review the process for filling Job Vacancies to reduce the time it takes to fill vacant positions Enhance Perceptions of Fairness in the Organization: Review the process for awarding promotions and providing rewards/recognition to ensure these processes are as fair as possible Improve Senior/Mid-level Manager Interaction with Employees.. Encourage senior and mid-level managers to actively seek input and provide feedback to their employees. Ensure Wages Are Competitive. Review employee pay/salary levels to ensure wages are competitive with comparable positions in other organizations in the area; this many involve a salary study for key positions ETC Institute (April 2006) 26

27 Strategies for Implementation ) ) ) ) Share the information. The County should share the results with employees and managers at all levels in the organization 5 Provided detailed information for individual work units to the extent possible Identify Specific Priorities for Individual Work Units. Require department/division managers to identify 2-3 areas that their department/division is going to focus on over the next 2 years 5 Require these managers to provide updates every 3-6 months on their progress Identify Best Practices in the Organization. The County should identify the reasons some department rated very well and what these departments doing right. The results should then be shared with other departments. Resurvey. The County should commit to conducting a survey again in 2-3 years to evaluate changes and hold managers accountable ETC Institute (April 2006) 27