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5 <br /> then ranked those needs using a weighted voting process where each participant was allocated five <br /> votes to distribute among the internal and external needs. The teams also identified specific strategies <br /> to address the needs which were organized in a strategy toolbox. The results of the functional <br /> leadership team meetings are attached as Appendix A. <br /> Based on the needs identified in the functional leadership teams, themes were developed as a way to <br /> organize the information. A comprehensive list of the needs identified by the leadership teams were <br /> then presented to Department Directors in November. At that time, Department Directors were again <br /> it <br /> asked to reprioritize the needs now that they had the benefit of seeing a comprehensive inventory. <br /> The results of the comprehensive department director prioritization are attached as Appendix B. <br /> Internal Priorities <br /> Internal needs were organized around six general themes, organization and management, workforce, <br /> communication, facilities and vehicles, finance and payroll, and technology. Work on the internal <br /> priorities has already begun. Although each of the issues on the list is important, the Manager's Office <br /> has developed a plan to address the internal needs that received four or more votes from Department <br /> Directors. Each of those initiatives is described briefly below. <br /> • Compensation and Classification <br /> The highest ranked internal need was a need to revise the classification and compensation <br /> system in a way that begins to relieve wage compression within the salary schedule. A <br /> consultant has been engaged to develop and assign costs to salary progression models that will <br /> mitigate compression within the grades over time. The new Assistant Human Resources <br /> Director has also begun work on classifying positions in the appropriate salary grades using <br /> standard classification metrics. <br /> • Centralized Call Center for Support Services <br /> The needs identification process revealed a need to streamline communication with internal <br /> support services departments. The Management Support Services team is reviewing potential <br /> solutions such as a centralized call center for support services. This need could be addressed <br /> using a Help Desk model for service calls within the organization. <br /> • Countywide Goals Need to be Prioritized/Streamlined <br /> Following the leadership of the BOCC retreat planning committee, the Manager's Office is <br /> prepared to actively engage in a discussion about policy goals for the coming year and to work <br /> with Department Directors on implementation. <br /> • Cross-departmental Initiative Development <br /> The leadership teams expressed a desire to work more collaboratively on issues and initiatives <br /> that cross departmental boundaries. The functional leadership teams are intended to facilitate <br /> this interaction, and as part of the upcoming budget process, the teams will be challenged with <br /> developing interdepartmental initiatives and projects that encourage interdisciplinary <br /> approaches. <br /> 2 <br />