Part ii   tools for redesign 12-7-10
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Part ii tools for redesign 12-7-10

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  • This was the 10th federal government reform effort in the 20th century -- 1905 Keep Commission, 1937 Brownlow, 1949 Hoover, 1983 Grace . . . Same formula -- declare crisis, bring in outside experts, study problems for two years, issue a report, declare success and go away. As a result, didn’t have high expectations in the beginning. But this was different . . .
  • The tools are rooted in different professional disciplines. Determine where the energy is, where the talent is, and where the challenge is.
  • Top would need to support by empowering employees: Employee survey Customer survey Grant flexibility (waivers) as incentives Shift focus of decision-making for routine to front line where possible Encourage one-stop, self-service, co-production
  • Linking people to performance and customers Strategic planning and performance measurement Streamlining existing processes and systems

Part ii   tools for redesign 12-7-10 Part ii tools for redesign 12-7-10 Presentation Transcript

  • Tools for Redesign The Action Side of a Redesign Effort John M. Kamensky, IBM Center for The Business of Government
  • Why Government Reform?
    • Improve national competitiveness in global economy
    • Increase efficiency, reinvest savings in other priorities
    • Increase citizen trust in government
  • Agenda
    • Range of Tools Out There
    • Top-Down Tools
    • Bottom-Up Tools
    • Break-Out Groups
    View slide
  • Range of Tools Out There
    • Generic approach
      • As-Is Assessment
      • Change Readiness Assessment
      • Definition of To-Be State
      • Roadmap of How to Get There
    View slide
  • Range of Tools
    • TQM – Baldrige Award
    • ISO-9000 Certification
    • Balanced Scorecard
    • Logic Models
    • Activity-Based Costing
    • Performance Budgeting
    • In the Technology World:
    • Information Technology Information Library (ITIL)
    • Capability Maturity Models (CMM)
    • Control Objectives for Information and related Technology (COBIT)
    • Service Oriented Architecture (SOA)
    • Component- Based Modeling (CBM)
  • Range of Tools (continued)
    • Benchmarking
    • Common Assessment Framework
    • Lean Six Sigma
    • Value Engineering
    • Strategic Planning
    • Leading Indicators
    • Change Readiness Assessment
  • Which Tools Do You Use, When?
    • Diagnostics to gain understanding
      • CAF, CBM, strategic planning, change readiness
    • Focus on Outcomes
      • Balanced Scorecard, Logic Model, strategic planning
    • Compare to Others
      • Benchmarking, ITIL, COBIT
  • Which Tools, When?
    • Define or Improve Processes
      • TQM, Lean Six Sigma, CMM, ISO-9000, SOA
    • Improve Efficiency or Reduce Costs
      • Lean Six Sigma, ABC, Value Engineering, Performance Budgeting
    • Predict Future Performance
      • Logic Model, Leading Indicators
  • Osborne’s Five “C” Strategies
    • Core : clarity of purpose
    • Consequences : for performance
    • Customer : in the driver’s seat
    • Control : away from the top and center
    • Culture : support entrepreneurial efforts
    Osborne & Plastrik, “The Reinventor’s Fieldbook” 2000
  • Top-Down Approaches
    • Re-think business model
    • What vs. how
    • Citi-Stat
    • Virginia Results
    • Iowa Budget for Outcomes
    • Component Business Model, Logic Models
    • Performance budget, ABC, PART
  • Bottom-Up Approaches
    • Re-think services, processes
    • How vs. what
    • Organize around citizen
    • Reinvention labs, communities of practice
    • Waivers
    • FedSpace on-line
    • Transparency – data.gov
    • Reengineering teams
    • Broad participation, self-organize
    • Consolidation of agencies, functions
    • Reinvention Labs
    • Success awards (Hammer, Baldrige)
    • Enabling technology for communication and transactions
    • Relaxing or changing regulations
    Implementation Approaches
  • How NPR Measured Performance
    • Goals met and exceeded by high impact agencies
    • Citizen trust restored
    Best Legacy
    • Employee satisfaction
    Best Workplace
    • Customer satisfaction
    Best Service
    • Savings in dollars
    • Reductions in personnel
    • Increased efficiency
    Best Value
  • You Can Send Your Questions to: Text message: Short code: 22333 USVI [text] Twitter: @poll USVI [text] Smartphone: poll4.com USVI [text]
  • Break Out Groups: 30 Minutes
    • Self-organize breakout sessions based on “Areas of Focus” and “Fix-It Suggestions” selected at Lunch – or create your own!
      • Lay out problem or opportunity to be addressed
      • Options for addressing it
      • Who would take action
      • Benefits from the action
  • Next Steps
    • Tomorrow’s Agenda
      • Use of Technology Tools
      • Use of Budget Tools
    • Post-Conference Actions
  • Vote on the Quick Poll Now:
    • Text message:
    • 22333 [insert pre-designated word]
    • Twitter:
      • [insert pre-designated word] @poll
    • Smartphone:
      • poll4.com [insert pre-designated word]