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Mackenzie Valley Land and Water Board - Public Registry > Organizational Values for the MVLWB
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Organizational Values for the MVLWB
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1. Organizational values are traits or qualities that are considered worthwhile; they represent the organization’s highest priorities and deeply held driving forces. Why Identify and Establish Values? Effective organizations identify and develop a clear, concise and shared meaning of values/beliefs, priorities, and direction so that everyone understands and can contribute. Once defined, values impact every aspect of your organization. You must support and nurture this impact or identifying values will have been a wasted exercise. People will feel fooled and misled unless they see the impact of the exercise within your organization. If you want the values you identify to have an impact, the following must occur. •People demonstrate and model the values in action in their personal work behaviors, decision making, contribution, and interpersonal interaction. •Organizational values help each person establish priorities in their daily work life. •Values guide every decision that is made once the organization has cooperatively created the values and the value statements. •Rewards and recognition within the organization are structured to recognize those people whose work embodies the values the organization embraced. •Organizational goals are grounded in the identified values. •Adoption of the values and the behaviors that result is recognized in regular performance feedback. •People hire and promote individuals whose outlook and actions are congruent with the values. •Only the active participation of all members of the organization will ensure a truly organization-wide, value-based, shared culture. Please rate the following examples of values as to how important you personally believe they should be to the MVLWB. Your answers are confidential (the website hides all user info) and will be merged with everybody else's to form the basis for selecting the organizational values of the MVLWB going forward.
| | | | | | | (%) | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 100 |
| Work - life - family balance | | | | | | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 |
| (%) | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 100 | 0 |
| Professional development | | | | | | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 |
| (%) | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 100 | 0 |
| Personal development | | | | | | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 |
| (%) | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 100 |
| Teamwork / Team building | | | | | | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 |
| (%) | 0 | 0 | 0 | 0 | 0 | 0 | 100 | 0 | 0 | 0 |
| Community involvement | | | | | | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 |
| (%) | 0 | 0 | 0 | 0 | 0 | 0 | 100 | 0 | 0 | 0 |
| Regulatory improvement | | | | | | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 |
| (%) | 0 | 0 | 0 | 0 | 0 | 0 | 100 | 0 | 0 | 0 |
| Financial responsibility | | | | | | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 |
| (%) | 0 | 0 | 0 | 0 | 0 | 100 | 0 | 0 | 0 | 0 |
| Respect for culture and diversity | | | | | | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 |
| (%) | 0 | 0 | 0 | 0 | 0 | 0 | 100 | 0 | 0 | 0 |
| Public participation | | | | | | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 |
| (%) | 0 | 0 | 0 | 0 | 0 | 0 | 100 | 0 | 0 | 0 |
| Agility / Flexibility | | | | | | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 |
| (%) | 0 | 0 | 0 | 0 | 0 | 0 | 100 | 0 | 0 | 0 |
| Efficiency | | | | | | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 |
| (%) | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 100 |
| Environmental consciousness | | | | | | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 |
| (%) | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 100 |
| Innovation | | | | | | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 |
| (%) | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 100 |
| Leadership | | | | | | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 |
| (%) | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 100 |
| Transparency | | | | | | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 |
| (%) | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 100 |
| Consistency | | | | | | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 |
| (%) | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 100 |
| Stakeholder relationships (INAC, industry, reviewers, Board and staff) | | | | | | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 |
| (%) | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 100 |
| Accessibility | | | | | | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 |
| (%) | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 100 | 0 |
| Recognition (of staff and board members) | | | | | | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 |
| (%) | 100 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
| social workplace | | | | | | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 |
| (%) | 100 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
| communication | | | | | | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 |
| (%) | 100 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
| Knowledge transfer | | | | | | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 |
| (%) | 100 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
| Sustainability | | | | | | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 |
| (%) | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
| Integrity | | | | | | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 |
| (%) | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
| Upholding integrity of legislation | | | | | | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 |
| (%) | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
| Technical expertise | | | | | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 |
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Total: 1 |
2. Are there any values you consider important to the MVLWB as an organization besides those already suggested? Please list and include, in parentheses, the importance to the Board in your eyes (using 1 to 10 scale as above).
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| | none (10) |
| | | 1 (100%) | |
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Total: 1 |
3. We will use the responses received from all Board staff and members to identify the key values of the MVLWB. The next step will be to brainstorm what each of these ideas means to we as an organization, and use the discussion to formulate a strategic mission and vision for the MVLWB. Thank you for your participation. Would you like to provide any additional comments?
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