HomeMy WebLinkAboutCharting Our Course_ Mapping Our Strategic JourneyFrom:Nevey, Steve
Subject:Charting Our Course: Mapping Our Strategic Journey
Date:Tuesday, May 7, 2024 07:46:35 AM
Attachments:WSF Strategic Direction.pdf
To the Washington State Ferries Team,
I've used this analogy several times in the last few weeks, so if you've already heard it, I apologize. However,
it really is the simplest way to convey the message. Sometimes, it feels like we're all in a rowboat. We have a
general idea of where we're supposed to be heading, but only a few know the route to the actual
destination. Some people are rowing forward, others are rowing backward, and some people are sitting in
the boat with their arms folded, and some are drilling holes in the bottom of the boat. It’s critical that we get
everyone aligned and rowing in the same direction, but without a set of shared values and strategic
priorities, we can't.
Our strategic priorities set the direction the boat needs to head. The five values set the ground rules for how
everyone can contribute by rowing in the same direction. Since being named assistant secretary last month,
I have communicated our five shared values; Serve, Respect, Trust, Grow, Navigate and what they mean to
you in your daily work at WSF. Today, I’ll explain the three strategic priorities that set our strategic direction.
Please see the attached visual as a reference.
In my ideal WSF world, a few months from now, I will be able to stop anyone who works here and ask, "What
are our 3 strategic priorities?" and they will repeat, "Service Excellence, Improved Communication, and
Empowered People."
To achieve Service Excellence, we will have a laser focus on providing excellent customer service by
prioritizing safety and operational resilience. As we continue our pandemic recovery, we will continue to
focus on service restoration. We will learn from the things we do well and the things we can improve on
through quality assurance and purposeful continuous improvement efforts. At the same time, we will look
for opportunities to modernize our processes onboard vessels, at our terminals, and in our shoreside
infrastructure and teams. We seek to be more agile and responsive to changing circumstances and
opportunities.
Our second strategic priority is Improved Communication, which means effectively telling our story by
communicating the incredible contributions WSF makes to the communities we serve, while at the same
time rebuilding public trust through community engagement. We will also look at ways to improve our
internal communication channels. This will include ensuring employees at every level have the information
they need to do their jobs effectively, as well as ensuring strategic intent is communicated around decisions
large and small so on every level, we are all able to answer customers questions and concerns.
The third, and arguably most crucial, strategic priority is Empowered People. WSF cannot thrive when only a
small group of senior leaders is responsible for making decisions and determining what is best for the
organization at any given moment. Just imagine the possibilities if all 2000 people who worked here were
empowered to do just that. This concept lies at the heart of the culture change efforts we’ve been
discussing. It involves establishing a structure and fostering a culture where every individual feels
empowered to consistently make the right decisions. To achieve this, we will invest in developing and
supporting effective leadership through training and by dismantling traditional top-down command and
control leadership philosophies. We'll prioritize employee engagement and workforce development,
continuously recognizing, rewarding, and highlighting excellence. Ultimately, our goal is to empower
individuals at all levels to make decisions with the broader organizational vision in mind.
In the upcoming weeks and months, your directors will engage with you on our values and their connection
to your teams' roles within WSF, highlighting how your department contributes to the evolving
organizational culture. They'll also discuss our Strategic Priorities in detail, outlining what they entail for your
department and setting specific goals aligned with these priorities. If you're leading a team at any level
within the organization, begin to have discussions about these strategic priorities. Let's focus these
conversations on the guiding question I introduced last week: "How does what I am doing make WSF
successful today?"
As we navigate towards our shared objectives, let's remember that our collective efforts are what drive our
success. By embracing our values and strategic priorities, we pave the way for a future where every member
of our team plays a vital role in shaping WSF's journey. Together, let's row forward with determination,
knowing that each stroke brings us closer to our destination of excellence. Thank you for your dedication
and commitment to our mission.
As always, thank you for all that you do.
Regards
Steve
Steve Nevey (he, him)
Assistant Secretary | Washington State Ferries
C. 206-697-1584 | E. Neveys@wsdot.wa.gov