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In 1997, Anne Arundel County, Maryland, Bureau of Utilities embarked on the EXCEL (Excellencethrough Cost Effective Leadership) change management program. A 19.4 percent competitive gap wasidentified with potential annual cost savings of $4.7 million.From the outset both union and management joined together to face a common goal, namely to become abest-in-class, competitive organization. A 10-person Steering Team was formed that was comprised of half labor,half management and was charged with guiding and directing the EXCEL program to successfulcompletion.Three joint labor/management focus teams were formed to work in conjunction with the Steering Team.The Flexible Worker Team (FWT), Program Driven Maintenance Team (PDM) and Technology Team(TT) were mandated to review, develop and recommend new and balanced solutions to organizational,best practices and technological issues.In the last year, a multi-faceted, skills-based training program was developed. This program wasdesigned to provide hands-on practical training in the areas of operations, mechanical, and electrical.Leadership and teams training provided individual and team-based approaches to decision making,conflict resolution, and working effectively and cooperatively. Computer-based refresher training andongoing field training and tasking ensure each employee is provided equal opportunity to maintain andpractice their skills.The benefits from this culture change include:rate-paying customers gain confidence knowing their health and environment is beingmaintained by a professional, well-trained, and highly motivated team; theorganization achieves greater performance through a well-trained effective workforce; theunion/management relationship improves through shared commitment with minimal grievances; and,individuals gain more skills and are better compensated. Includes figure.

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Edition: Vol. - No. Number of Pages: 6File Size: 1 file , 170 KB