Department of XXXX

1. Department of XXXX Measuring our Successes Planning our Future

2. Purpose of Staff Meeting • Celebrate successes of 2002 • Share vision for county and for department • Share our goals for the future • Engage staff in identifying strategies to make those goals our future successes

3. How will we do that? Agenda Current reality – reflection on 2002 (dept head) – 45 minutes Future reality – where we’re going (dept head) – 30 minutes Break – 10 minutes Action planning (everyone) – 90 minutes Wrap-up (dept head) – 10 minutes

4. 2002 – Year in Review How did we serve our customers? • <For each program, create slide that identifies customers, key outcomes, and measures compared to targets.>

5. 2002 – Other Accomplishments • What else happened for our customers? • <List other major events and successes from previous year.> • <Examples include new efforts to reach customers, reorganization, or process improvements> • <Take the time to share a letter from a satisfied customer>

6. 2002 – Operations • How busy was 2002? • <List major process output measures, compared to targets> • <Include historical trends, if available> • <Identify key collaborators and share stories of successful partnerships>

7. 2002 – Human Resources/ OCS • Guiding Principle #4 – “Provide the necessary knowledge, skills and resources” • Washtenaw County Vision – Employee satisfaction is a “driving indicator” of success in customer service • Tracking success of the Business Improvement Process

8. 2001-02 OCS Action Plan • <For each opportunity identified in 2001, list actions promised and status of those actions>

9. 2002 OCS Strengths • <Insert major strengths, based on your analysis>

10. 2002 OCS Opportunities • <Insert major opportunities, based on your analysis>

11. Future Reality – Where we’re going Washtenaw County will be a world class service provider • World class service  Community Impact • World class transactions – doing things right • World class community – doing the right things • New concept: communities of interest

12. Future reality – department’s vision • <insert your department’s vision> • How will this advance community impact? • Who is included in our community of interest? • What values and goals do we share?

13. Departmental goals • <List department goals that increase community impact> • <Processes that have the greatest impact on those goals> • <List OCS opportunities that impact those processes> • <Show how the three connect>

15. Break!

16. Action Planning • Future is identified, now how can we get there? • Break up into smaller groups • Each group discusses a process or OCS opportunity • Purpose of discussions is to identify steps that can help us move in right direction

17. Ground Rules • Everyone chooses how they will participate • Deal with group issues here, deal with individual issues with one-on-one • Comments and suggestions are encouraged • Respect others’ ideas • The leader’s role is to listen & clarify, not defend • No verbal attacks • What’s said in here stays in here

18. Process for action planning • For each process or OCS opportunity: • What are the root causes of this issue? • Prioritize list of root causes • What action steps can be taken to correct these root causes? • Prioritize list of action steps • Remember to keep in mind: • How can we take advantage of our strengths? • Who outside our department do we need to work with? • How can we measure our success?

19. Wrap-up • Each group summarize actions • Record top priorities

20. Next Steps • Evaluate the Meeting • Department Head – prioritize and select strategies and actions • Send e-mail of results to employees • Meet with Administration as a community of interest • Incorporate actions into employee work plans