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39 <br />Create Quality Service Tear~as. This would consist of employees <br />within various related functions from different county departments. <br />Give them projects associated with reviewing a particular service <br />delivery option currently in use. Challenge them to evaluate and <br />produce "better" solutions. Focus attention on cost, service delivery <br />and some measurement of client satisfaction. <br />There are successful examples of this process in place in NC and <br />elsewhere that can be used as models. The county could reward <br />these efforts (examples exist). <br />If we get out of the way, some good ideas may come forth by those <br />closest to the action. (All efforts will not produce results. But given <br />the right challenge, the right people might surprise us with insight <br />and enthusiasm.) <br />Two: <br />Align resources (staff and funding) with realistic expectations. <br />The County has just established an early retirement incentive. To <br />pay for the plan it is expected that a vacated position will remain <br />empty through the fiscal year. EXPECATIONS may need to be <br />adjusted to account for the vacancies that will occur. The County <br />should save money, but gaps in staff productivity are going to be a <br />reality. Efficiency, strictly from a cost factor will be there. <br />Unfortunately, productivity will also fall. It has to! <br />There will be opportunities to re-evaluate those vacated tasks as to <br />whether job functions can be shifted or shared among other staff; or <br />contracted to other sources if they exist. Human Resources is <br />working with each department as potential vacancies are identified <br />with a serious effort to reorganize tasks if at all possible. <br />2 <br />