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Better, Faster, Cheaper Service Delivery
 

Better, Faster, Cheaper Service Delivery

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Public and not-for-profit sector organizations are under tremendous pressure today. This presentation describes a way to deliver services better, faster and cheaper.

Public and not-for-profit sector organizations are under tremendous pressure today. This presentation describes a way to deliver services better, faster and cheaper.

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    Better, Faster, Cheaper Service Delivery Better, Faster, Cheaper Service Delivery Presentation Transcript

    • Better, Faster, Cheaper Lumsden & McCormick, LLPAnnual Exempt Organizations Conference November 1, 2011 Tim Maniccia Founder Policy Innovation
    • Better, Faster, CheaperWhy Bother?Demands from fundersDemands from beneficiariesDemands from alternativesDemands from ourselves
    • Better, Faster, CheaperHow SMARTly are you operating?SystemsMetricsAnalyticsResultsTools
    • Better, Faster, CheaperSystems• A group of interacting, interrelated, and interdependent components that form a complex and unified whole• Not just technology• Focus on aspects that can control
    • Better, Faster, CheaperMetrics• That which gets measured gets improved• Measures we use to gauge performance• Often set by federal or state government• Increasingly, by foundations
    • Better, Faster, CheaperAnalytics• Analysis and use of data to enable fact- based decision making at every level of an organization• Is it possible to be ‘data rich’ and ‘data poor’ at the same time?
    • Better, Faster, CheaperResults• Inputs- necessary but not sufficient• Outputs- at a minimum• Outcomes- if at all possible
    • Better, Faster, CheaperTools• Devices to produce and deliver necessary public services• Online• Analytical
    • Better, Faster, CheaperThe Albany County ExperienceWho • Led by County Executive and staffWhat • Operational review of all programs/servicesWhen • 1st and 2nd quarter 2010
    • Better, Faster, CheaperThe Albany County Experience (cont.)Why • Under fiscal and programmatic stress • Thinning the soup makes for bad soup • “Fuzzy” institutional knowledge
    • Better, Faster, CheaperThe Albany County Experience (cont.)How • Kickoff meeting with County Executive and Department Heads • Individual meetings with County Exec/Management & Budget and program leaders • Compilation of data • Sharing with Legislature
    • Better, Faster, CheaperThe Albany County Experience (cont.)Findings- mandates operate on a continuum• Shall/May• Magnitude/Frequency• Implementation Prescribed
    • Better, Faster, CheaperThe Albany County Experience (cont.) • Organization of the data • Use of the data • Work for other types of governments and not-for-profits?
    • Better, Faster, CheaperThe Albany County Experience (cont.)If I had it to do over again …Change Management- the personal side ofchange
    • Better, Faster, CheaperChange Management- Prosci’s ADKAR® Model(www.change-management.com)• Awareness of the need for change• Desire to participate and support the change• Knowledge on how to change• Ability to implement required skills and behaviors• Reinforcement to sustain the change
    • Better, Faster, CheaperFive Levers of Change Management• Communications Plan• Sponsor Roadmap• Coaching Plan• Training Plan• Resistance Management Plan
    • Better, Faster, CheaperResources- Governing’s Better, Faster Cheaper(http://www.governing.com/blogs/bfc)Comments/QuestionsContact info518-465-6017tmaniccia@policyinnovation.com