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Labor and Economic Opportunity

Vision 2020 Meeting

Notes from the ninth Vision 2020 Process Design Team meeting

(These notes do not reflect current MCB policy. They reflect ONLY the current experiences and learning of the 2020 Vision Process Design Team.)

December 18th, 2000

DeWitt Conference Center, DeWitt, Michigan

Purposes for this meeting

The Vision 2020 Process Design Team met in DeWitt after a very successful series of pilot visioning sessions in Lansing, Kalamazoo, and Detroit. The purposes are:

1. to reflect and consolidate 2020 progress in the last year,

2. to review the progress report sent to the Executive

Management Team (EMT), and propose next steps,

3. to begin planning for a Jan, 01 meeting with the EMT,

4. to share a 2020 vision for integrated visioning/planning,

5. to clarify relationships, interrelate objectives and align direction with:

a. EMT's strategic initiatives and annual goals,

b. Extended Management Group's objectives,

c. 2020 Vision Design Team,

d. MCB Quality Initiatives,

e. Strategic Planning Processes and with

f. MCB's ongoing Committee work.

6. to design the strategic planning process with EMT.


Dialogue on Purposes

The 2020 Design Team were in Dialogue for two days and found it confusing to try to align all the many and diverse committees and projects that are working in MCB.

The 2020 Design Team touched on these issues and questions:

  • Should 2020 continue to schedule pilot visioning sessions at the invitation of Grand Rapids and Flint?
  • What were the reactions in the last Extended Manager's meeting that included some comments about the quality of 2020 list serv dialogues?
  • How is the 2020 Vision Process Design Team evolving?
  • What comes after Design?
  • Have we involved MCB Managers enough?
  • Is our pilot project approach meeting agency needs?
  • What is our final product? Is it a process design?
  • Is it a completion of a series of visioning sessions?
  • Does it include strategic planning?
  • Are we personalizing and taking sides?
  • Does MCB continue to label people?
  • Are we ready as an agency to begin a Quality Systems Improvement Process? If so, how does it link to 2020?
  • How are we involving consumers?
  • Are consumers driving designs of future MCB systems?
  • How does the nature of blindness influence designs?
  • Are MCB design-making processes on the table?
  • How do we know when, who, and how much consumer involvement is enough?
    Is it enough to just survey?
  • Should we elect consumer representatives to 2020?
  • Should the 2020 process link with the Consumer Involvement Council?
    Should we invite Charis Austin?
  • Should 2020 systematically link with ACB and NFB?
  • Is there a universal set of questions to be design that goes across all input groups?
  • How should we open up MCB systems to assure continuous involvement of consumers and advocates?
  • What are the Strategic Questions and Initiatives?
  • What are all the group process techniques?
  • Should we design Focus Groups?
  • Should 2020, EMT, EMG, and Committees connect?
  • How does 2020 design around system output measures?
  • How can we design systems that are holistic and connect with all the other projects, committees, and groups?
  • How do we maintain a whole systems perspective when everything around us seems fragmented?
  • Is MCB doing anything to integrate all its diversity?
  • What are the underlying assumptions of MCB systems?

The 2020 Design Team listed several outcomes that they

believe to be significant to 2020 Process Design work.


Outcomes of January 25, 01 EMT Meeting

1. To create an inclusive process that involves all MCB

groups in Dialogue Circles and 2020 Visioning.

2. To identify, articulate and implement a series of 2020

principles to serve as guides for the entire organization.

3. To Clarify the multiple relationships between groups.

4. To receive EMT endorsement of 2020 principles and validate the 2020 visioning process through mutual commitments with all MCB committees and groups.

  • Systematic use of Dialogue,

  • Integrated Quality Reinforcement Systems (QRS)

  • Integrated Strategic Planning Systems,

  • Integrated 2020 Visioning Systems,

  • Integrated Customer Satisfaction Systems,

  • Integrated Learning Organization Systems.

5. To coordinate and interrelate all MCB systems as a series of ongoing learning experiences that are designed to deliver Quality Rehabilitation's and Independent Living Results.


Integrated Systems Design

The 2020 Team concentrated on the Design of an Integrated Quality Reinforcement System (QRS) which directly connects with MCB Strategic Visioning and Planning and is driven by systematic customer design inputs.

The 2020 Design Team reviewed several Objective Processes and decided to order some Strategic Planning Workbooks for the 2020 and the EMT to use to design the next level of process for Visioning and Planning.

The group designed a preliminary overlay process that links

both QRS and 2020 and MCB strategic Visioning and Planning processes for consideration by the EMT.

See the attached QRS circle designs that are first draft examples of how a 2020 strategic visioning/planning processes might be linked with customer quality satisfaction and management.

The meeting adjourned with the 2020 Team hoping to get a new charge for integrated outcomes of the 2020 Design Team and the many other groups for 2001.

The next 2020 meeting is January 25, and 26 at the DeWitt Conference Center with the EMT meeting scheduled for the first day, January 25, 2001?