1. Enterprise success through financial viability and customer value

1. Articulate and drive sustainable short- and long-term enterprise objectives that deliver high customer value

2. Public trust

2. Ensure highest level of employee commitment to public service as demonstrated by high customer satisfaction

2. Public trust

2. Ensure highest level of employee commitment to public service as demonstrated by high customer satisfaction

2. Financial viability of all funds

2. Consistently meet financial viability targets

3. Enterprise stakeholder value

3. Deliver stakeholder value through business integration

2. Business centers of excellence

2. Industry recognized

3. Business success through financial viability and customer value

3. Deliver value proposition that anticipates and meets customer and enterprise needs

2. Customer service/satisfaction

2. Create a culture of customer service excellence as defined in the Business Plan

2. Resource management

2. Resource allocation decisions based on priorities and required results

3. Customer service/satisfaction

3. Customer service meets or exceeds standards in the Business and Functional Operational Plans

2. Customer service/satisfaction

2. Customer service meets or exceeds standards in the Business and Functional Operational Plans and is responsive to emergent situations

2. Customer service/satisfaction

2. Service delivery meets or exceeds customer expectations

• Strategic direction

• Establish and drive the Enterprise Vision and Mission

2. Enterprise policies support the "Immune System"

2. Develop and implement enterprise policies to enable early warning

2. "Immune System"

2. Full compliance with policies and internal controls

2. Operational standards

2. Establish, communicate, guide and monitor standards that ensure a high performing division

2. Operational planning/effectiveness

2. Right processes, resources and systems in place to deliver results

2. Organizational effectiveness

2. • Work prioritization aligned with enterprise priorities
   • Time management supports priorities
   • Compliance with established policies, processes and procedures

1. Culture of excellence and responsibility

1. Inspire a sense of purpose for all employees in the organization

2. Succession plan

2. Develop a sustainable enterprise structure with clear succession strategy

3. High performing Executive Team

3. Build an Executive Team and an enterprise organization structure aligned to deliver organizational strategy

2. Pipeline implementation/ integration

2. Demonstrate and ensure all businesses implement Leadership Pipeline principles

3. Succession plan

3. Implement a sustainable enterprise structure with clear succession strategy

4. High performing Executive Team

4. Lead the Executive Team to deliver organizational strategy

2. Pipeline implementation/integration

2. Demonstrate and ensure all businesses implement Leadership Pipeline principles

3. Business management succession

3. Implement a sustainable group structure with clear succession strategy

4. High performing teams throughout the enterprise

4. Demonstrate and ensure a culture of accountability, cross-business collaboration and results through integrated service delivery

2. Pipeline implementation/integration

2. Demonstrate and ensure all divisions implement Leadership Pipeline principles

3. Division management succession

3. Implement a sustainable business structure with clear succession strategy

4. High performing teams

4. Demonstrate and ensure a culture of accountability and collaboration

2. Cross-functional teamwork

2. Teams collaborate effectively within and across division boundaries

2. Information flow

2. Teams collaborate effectively within and across division boundaries

2. High performing, motivated employees/teams

2. • Lead by example
   • Coach, train and develop employees
   • Manage performance through recognition, timely feedback and regular reviews
   • Hold people accountable

• Be visible and available to the Board, and be flexible (timely, proactive, and aligned)

Senior executives
Direct reports
Cross-enterprise alliances

• Ensure a culture of accountability to accomplish Board and enterprise priorities

Public agencies (including regulatory)
Communities
Strategic alliances

• Create and maintain effective partnerships with strategic stakeholders at the executive level

Senior executives
Direct reports
Cross-enterprise alliances

• Ensure relevance of employees' work to accomplish Director's priorities

Board Deputies
Public agencies (including regulatory)
Communities
Strategic alliances

• Support the Director in creating and maintaining effective partnerships with strategic stakeholders at the executive level

Peers
Direct reports
Cross-enterprise alliances

• Cross-business collaboration
• Advocate, coach and hold Deputy Directors accountable
• Remove obstacles that might jeopardize alignment with enterprise priorities

Board Deputies
Public agencies (including regulatory)
Communities
Strategic alliances

• Provide backup representation for the Director/Chief Deputy Director
• Develop and maintain cross-business relationships at the executive level

Peers
Direct reports
Cross-enterprise alliances

• Model and reinforce horizontal and vertical collaboration
• Innovative solutions meet competing demands for resources

Board Deputies
Public agencies (including regulatory)
Communities
Strategic alliances with business partners

• Provide backup for Director/Chief Deputy Director/Assistant Director within the line of business
• Build and maintain relationships with counterparts in the business to support the Enterprise Mission

Peers
Direct reports
Cross-enterprise alliances

• Collaborate and build relationships at all levels
• Focus on business success; share information, ideas and resources with other divisions
• Teams are committed to business success

Public agencies (including regulatory)
Communities

• Relationships enable favorable treatment and early warning
• In-depth knowledge of community needs

Division Head and peers
Direct reports

• Information shared with peers and across divisions
• Full cooperation and collaboration

Public agencies (including regulatory)
Communities

• Relationships enable favorable treatment and early warning
• In-depth knowledge of community needs

Peers
Direct reports

• Build and maintain effective working relationships at all levels

Board Deputies
Communities
Public agencies (including regulatory)

• Effective working relationship with Board Deputies, including Field Deputies
• Responsive to community needs and concerns
• Effective coordination of construction and maintenance activities with other agencies, private organizations, and the public; relationships enable favorable treatment and early warning

• Culture of innovation

• Set a climate that encourages learning and experimentation to further improve public service