No Child Left Behind
Montgomery County Children Services, Dayton, Ohio
Mary Ann Drewry, Director, Quality Centered Services
A county Children Services agency engages all aspects of the Strategic Triangle model to improve strained court relations and, in turn, reap better outcomes for children.

Blueprint for a Better Plan Review Process
Ohio Department of Commerce
Geoffrey D. Eaton, Assistant Chief Building Official, Division of Industrial Compliance
The Strategic Triangle model helps a state bureau do what’s best for the customer and in the process ends up doing what’s best for staff, too.

Team Dynamics
New Hampshire Department of Health and Human Services Division for Children, Youth and Families
Maggie Bishop, Child Protection Administrator
To speed children toward permanent homes, a team who attended Leading with Vision, Value and Strategy together changed the way their agency handles foster care and adoption.

Your Funding is Being Cut
Ohio Department of Development, Office of Housing and Community Partnerships, Columbus, Ohio
Lisa Patt-McDaniel, Office Chief
Political management was particularly critical when a state office changed its funding allocation formula to better serve the neediest counties.

Change the Message, Change the System
Maine Department of Human Services, Bureau of Child and Family Services, Augusta, Maine
Michael Norton, Division Director, Public Affairs and Quality Assurance
The strategic triangle and performance measurement model helped a Maine department keep stakeholder support through a period of reform by managing the message—even turning potentially bad news into positive press.

Assessing Change
Ohio Department of Rehabilitation and Correction (DRC), Columbus, Ohio
Michael (Mike) Randle, Assistant Deputy Director, Office of Administration
A corrections agency turned to the strategic triangle and performance measurement model for vetting organizational initiatives and departmental policy changes.

The Strategic Triangle as a Change Agent
Clark County Department of Job and Family Services
Robert (Bob) Suver, Director
Two significant operational changes made it through the ropes when staff applied Strategic Triangle Performance Measurement Model principles.

Corralling Stakeholder Strengths Gets a Tough Levy Passed
Knox County Health Department
Dennis Murray, R.S., M.P.H, Health Commissioner
A health department tax levy passes with the highest margin ever when department staff revamped their political management strategies and looked “outside the circle” for operational capacity.

GIS For Everyone
GIS For Everyone Stark County Auditor’s Office, Canton, Ohio
Mayor Janet Weir Creighton
An innovative consortium approach nets the funds and operational capacity to implement a new, countywide GIS system.

Internal Medicine: Reorganizing the Ohio Department of Health
Ohio Department of Health, Columbus, Ohio
Sandra M. Solano-McGuire, M.D., M.S., Chief, Vital and HealthStatistics
Dr. Sandra Solano-McGuire realizes that the Strategic Triangle model could help at every step in moving to a paperless system for the agency’s data.