Organizational Development for Knowledge Management at Water ...

Public opinion of “waste”
Public health concerns
Customer satisfaction
Public perception
Public perceptive
Perception of rate payers
Public awareness and understanding
Public or customer resistance, primarily
because of lack of understanding.
Complex customer relationships
Skeptical public
Public acceptance
Desire to implement total water
management with cities understanding by
customers of complexity and costs.
Perception of public money being misused
Resources/ water
Resources are limited
Limited training resources
Available resources to implement projects
Starting to see some lack of knowledge/
resources on an employee front
Resources
Water source and availability/ treat ability.
Turf issues with other agencies
We are looking at additional water resources
(some are in neighboring state)-
regional/state politics and turf protection
(adjacent systems aggressively pursuing
customers).
Time
Time (4)
Finding the time and identifying the
necessary resources
Long commutes so no extra “time” given
after work
Vision
Vision
Leadership
Nonperforming consultants
Lack of leadership
County supervisors
Support of county administrationsupervisors
and manager
Consultant engineering
Authority
Lack of flexibility in centralized city HR
department
IT, HR
Micromanagement without appreciation of
business problems.
Lack of an approved sphere of influence.
Understanding of what we are trying to do
and interests vested in the status quo.
There are no barriers outside our
organization. (some employees may have a
lack of trust when new initiatives are
proposed)
Economy
Economic fears of what the future may hold.
Have to plan long term but the economy
may not support initiatives
Growth driving utilities and other
infrastructure rather than have growth and
infrastructure development occur in a
coordinated manner
High poverty level
Loss of industry and increased utility bills
Economy
Outside agencies
Other agencies that lack vision
Working with other agencies
Support from outside sources (legal,
vendors, etc.)
Close tie between general city operations
and utility ops.
Centralized city functions.
Communication
Understanding the initiatives
Greeting good contractors
Communication and help from other
departments
Communication
Education/training
Education
Training harder to get locally and travel to
lower 48 is expensive
Weeding through seminar/training literature
for relevant, useful training. Often, quality
of training is dependent on the instructor, so
we have had training of inconsistent quality
Education of political authority
Convincing and educating our volunteer
Board representatives to the long range
advantages associated with these initiatives.
Change
Resistance to change
A-27
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