This document outlines an agenda for an organizational meeting focused on establishing foundational elements like mission, vision, values, goals, and metrics. It discusses moving from the current state to implementing fundamentals like routine processes, outcome tracking, and target reviews. The goal is to align all work under clear strategic direction and give employees line-of-sight into how their roles contribute to goals.

1. The Journey To NOW B E G I N S

2. TODAY’S AGENDA Introductions Where we are headed Fundamentals overview Getting to work: The Foundations: Mission, Vision & Values Key Goals Outcome Measures

3. Begin with the End in Mind ENGAGEMENT

4. NOW THEN Managerial Hierarchy Customer Need DRIVER Functional Process Centric ORGANIZATION Centralized Decentralized DECISIONS Big Ideas Micro-Improvements IMPROVEMENT Management Everyone USE OF DATA Ad Hoc, Intuitive Standardized, Fact Based PROBLEM SOLVING Slow Fast SPEED

5. Every Time Every Employee Every Opportunity

6. Prioritize, connect, enable, and drive the execution of all work, ensuring that every resource is focused on the goals and that every human beinghas the maximumauthority to act

7. Eliminating the Sins Unclear Direction No Line-of-Sight Unclear Accountability Inconsistent Language Poor Issue Transparency Inappropriate Resources Inadequate Tools/Skills 7 Deadly Sins of Management

8. Improved Customer Experience Reduced Costs Accelerated Growth FUNDAMENTALS Routine Work BREAKTHROUGHS Strategic Initiatives TARGET REVIEWS 7-Step Problem Solving Increased Profitability and Competitive Advantage

9. ON THE BUSINESS We can spend more time on the work that delivers NEW VALUE to our Customers Finding Wasted Resources IN THE BUSINESS If we can reduce the time we need to spend on the ROUTINE work of the business

10. MANAGEMENT SYSTEM MAP℠ FUNDAMENTALS Routine Work

12. Process Orientation

13. Process Ownership

14. Outcome & Process Scorecards

15. Employee Line-of-Sight

17. Positive Accountability

18. True Transparency

19. Clarifies real-world obstacles & opportunities to the Strategic PlanIN

20. NOW FUNDAMENTALS℠PURPOSE To get the routine work done effectively with the least possible resources To connect every individual to what matters to the organization To transfer accountability for results to those who do the work To create complete transparency about fundamentals performance

21. NOW Fundamentals℠

22. SCORECARDS FACTS REVEAL TRUTH OUTCOME & PROCESS

23. TARGET REVIEWS

24. NOW TARGET REVIEWS℠PURPOSE To close the loop on performance (how did we do?) To ensure transparency on performance challenges (where are we falling short?) To cause intervention where needed (so, what are we going to do about it?) To recognize progress

25. 7-Step PLAN OUTCOME or PROCESS measure in RED or YELLOW?

26. NOW GEARS

27. Reduce Variation When any work you do goes poorly, it consumes unplanned resources

28. Pursue Constraints An Organization is Only as Capable as It’s Least Capable Process

29. Eliminate Fear FEAR OPPORTUNITY

30. Getting to Work Checking in and validating or creating: MISSION, VISION & VALUES KEY GOALS OUTCOME MEASURES

31. MISSION To be a leader in restoring, maintaining and enhancing the quality of Oregon’s air, water and land. What business are we in? Why do we exist?

32. VISION To work collaboratively with all Oregonians for a healthy, sustainable environment. What do we want our future to be like? What do we want to be known for?

33. VALUES Environmental Results Public Service Partnerships Excellence and Integrity Teamwork Employee Growth Diversity Health, Safety and Wellness Economic Growth Through Quality Environment What rules/beliefs will we hold ourselves accountable to as we do our work?

34. KEY GOALS Promoting Sustainable Practices Improving Oregon’s Air & Water Protecting People & the Environment from Toxics Involving Oregonians in Solving Problems How do we define success? What will we need to accomplish to know we have done well?

35. OUTCOME MEASURES Promoting Sustainable Practices Improving Oregon’s Air & Water Protecting People & the Environment from Toxics Involving Oregonians in Solving Problems How will we measure our progress?

36. OUTCOME MEASURE WORKSHEET OUTCOMEMEASURES HOW THE MEASURE IS CALCULATED DESIRED LEVEL OF PERFORMANCE WHO IS THE PRINCIPAL ADVOCATE FOR THIS MEASURE WHAT IT MEASURES RANGES OF POSSIBLE PERFORMANCE WHERE WE WILL GET THE DATA HOW OFTEN WE WILL FORMALLY REVIEW SAMPLE OUTCOME MEASURE WORKSHEET

37. CORE PROCESS WORKSHEET Core ProcessWORKSHEET WHAT IS THE NAME OF THIS CORE PROCESS? WHAT ARE THE SUB PROCESSES WITHIN THIS CORE PROCESS WHO IS THE PRINCIPAL ADVOCATE FOR THIS PROCESS WHO DOES THIS PROCESS EXIST TO SERVE/TO BENEFIT? HOW WILL WE KNOW THIS PROCESS IS WORKING?