Part i launching a redesign effort 12-7-10

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Part i launching a redesign effort 12-7-10

  1. 1. Launching a Redesign Effort Lessons from the Reinventing Government Effort John M. Kamensky, IBM Center for The Business of Government
  2. 2. Overview of Clinton-Gore National Performance Review <ul><li>Started 6 weeks into Clinton Presidency </li></ul><ul><li>Based on set of principles, guidelines </li></ul><ul><li>Staff of 250 civil servants at White House, plus teams in every agency </li></ul><ul><li>Six month deadline </li></ul>
  3. 3. Overview of NPR <ul><li>Advice from business leaders: focus on customers and listen to workers </li></ul><ul><li>1,200 recommendations -- reduce “overhead” by 252,000, fix systems, and save $108 billion </li></ul><ul><li>Continued and evolved over next 8 years </li></ul>
  4. 4. What Did I Learn About Government Redesign? <ul><li>The Process </li></ul><ul><li>The Principles </li></ul><ul><li>The Recommendations </li></ul><ul><li>The Implementation </li></ul><ul><li>The Aftermath </li></ul><ul><li>The Lessons You Can Apply </li></ul>
  5. 5. The Process <ul><li>Teams – for systems and agencies </li></ul><ul><li>Terms of Reference </li></ul><ul><li>Tollgates </li></ul><ul><li>Townhalls </li></ul><ul><li>Timeline </li></ul><ul><li>Recommendations </li></ul><ul><li>Report </li></ul><ul><li>Rollout </li></ul>
  6. 6. Examples of “Systems” Teams <ul><li>Redesigning Management Systems </li></ul><ul><li>Transforming Organizational Structures </li></ul><ul><li>Mission-Driven, Results-Oriented Budgeting </li></ul><ul><li>Improving Financial Management </li></ul><ul><li>Reinventing Support Functions </li></ul><ul><li>Reinventing Personnel Management </li></ul><ul><li>Reengineering Through Info Technology </li></ul><ul><li>Improving Regulatory Systems </li></ul>
  7. 7. Initial Premises of NPR <ul><li>Focus on how Government works, not on what it should do </li></ul><ul><li>Do not move “boxes” </li></ul><ul><li>Target overhead </li></ul><ul><li>Don’t make recommendations to do more studies </li></ul><ul><li>Tie administrative changes to policy priorities </li></ul><ul><li>Identify “Champions” for recommendations </li></ul>
  8. 8. The Principles <ul><li>Customers first </li></ul><ul><li>Empower employees </li></ul><ul><li>Cut red tape </li></ul><ul><li>Create partnerships </li></ul>Outcome: Increased Citizen Trust
  9. 9. Others Have Principles, Too <ul><li>Anticipatory Governance </li></ul><ul><li>Results-Focused Governance </li></ul><ul><li>Collaborative Governance </li></ul><ul><li>Transparent Governance </li></ul>“ Four Strategies to Transform State Governance,” by Keon Chi
  10. 10. The Recommendations <ul><li>Cut overhead positions by 15 percent, consolidated mission support functions </li></ul><ul><li>Empowered front-line employees via waivers, reinvention labs </li></ul><ul><li>Emphasized customer service </li></ul><ul><li>Used performance agreements, flexibility, measurement </li></ul>
  11. 11. The Implementation Phase <ul><li>Created President’s Management Council </li></ul><ul><li>Remaining staff focused on implementation via networks, best practices, recognition, tracking </li></ul><ul><li>Increased transparency of performance using Balanced Scorecard </li></ul>
  12. 12. NPR Implementation Guidelines <ul><li>Focus on what works, not what doesn’t </li></ul><ul><li>Be value/principle-driven, not rule-driven </li></ul><ul><li>Be customer-centric, not agency-centric </li></ul><ul><li>Focus on services and results, not agencies and programs </li></ul>Recommendations weren’t the ultimate goal – culture change was. . . But how?
  13. 13. Insights During Implementation <ul><li>Congress eats dessert first. </li></ul><ul><li>Headquarters doesn’t cut headquarters; it cuts field. </li></ul><ul><li>Departments don’t do work; bureaus do it. Focus on them during implementation. </li></ul><ul><li>Link reforms to mission and performance </li></ul><ul><li>You can’t always trumpet your successes if you want to keep them. . . . </li></ul><ul><li>. . . But shining light on success begets more success. </li></ul>
  14. 14. The Aftermath <ul><li>What continued </li></ul><ul><li>President Bush’s Management Agenda </li></ul><ul><li>President Obama’s Management Agenda </li></ul>
  15. 15. What Continued . . . <ul><li>Chief Operating Officers in agencies </li></ul><ul><li>President’s Management Council </li></ul><ul><li>Employee, Customer Surveys </li></ul><ul><li>Emphasis on performance and results </li></ul>
  16. 16. Bush Management Agenda <ul><li>Bush Administration shifted from “let a thousand flowers bloom” to 5 centralized initiatives. Maintained course over 8 years. </li></ul><ul><ul><li>Small handful of “catalytic mechanisms” </li></ul></ul><ul><ul><li>Scorecard public, follow through relentless </li></ul></ul><ul><ul><li>Simplify, unify technology </li></ul></ul><ul><ul><li>Build once, use many times – central standards, architecture, investment decisions </li></ul></ul><ul><ul><li>Tie performance to budget </li></ul></ul>
  17. 17. Bush’s Strategic Themes <ul><li>Citizens-centered </li></ul><ul><li>Results-oriented </li></ul><ul><li>Market-based </li></ul>Outcome: Fiscal Responsibility and Program Accountability Human Capital Competitive Sourcing Budget & Performance Integration Financial Performance Expanded E-Government
  18. 18. How Bush Measured Progress June 3 0 , 200 3 Progress in Implementing the President's Management Agenda E -Gov Human Capital Competitive Sourcing Financial Perf. Budget/ Perf. Integration Human Capital Competitive Sourcing Financial Perf. E- Gov Budget/ Perf. Integration AGRICULTURE COMMERCE DEFENSE EDUCATION ENERGY EPA HHS HOMELAND HUD INTERIOR JUSTICE LABOR STATE
  19. 19. Obama Accountable Govt Initiative <ul><li>Drive cross-cutting and agency-level high priority goals </li></ul><ul><li>Promote Open Government, transparency, citizen role </li></ul><ul><li>Emphasize efficiency: technology spending, improper payments, customer service </li></ul><ul><li>Reform contracting, hiring processes </li></ul>
  20. 20. Obama Uses Dashboards
  21. 21. <ul><li>NPR attempted to go around central control agencies . . . PMA uses them heavily; AGI less so </li></ul><ul><li>NPR relied on temporary, dedicated staffing . . . . </li></ul><ul><li>PMA relied on permanent staff, as supplemental task, AGI same </li></ul><ul><li>NPR attempted to engage front line . . . . </li></ul><ul><li>PMA attempts to engage agency political leaders; AGI hasn’t </li></ul><ul><li>NPR focused on recognizing success . . . . </li></ul><ul><li>PMA focuses on scorecards of all; AGI dashboards for key items </li></ul>Contrast between NPR, PMA, AGI
  22. 22. The Lessons You Can Apply <ul><li>Clear purpose, scope </li></ul><ul><li>Support from the top </li></ul><ul><li>A champion in charge </li></ul><ul><li>Create sense of urgency to act </li></ul><ul><li>Focus on mission, organize around customers </li></ul><ul><li>Quick wins, stories, measurement – builds support for longer-term initiatives </li></ul>
  23. 23. You Can Send Your Questions to: Text message: Short code: 22333 USVI [text] Twitter: @poll USVI [text] Smartphone: poll4.com USVI [text]
  24. 24. Break-Out Groups: 30 minutes <ul><li>Two areas of conversation: </li></ul><ul><li>Where should we focus? </li></ul><ul><ul><li>What themes, principles, strategies should we use? </li></ul></ul><ul><ul><li>What cross-agency initiatives make sense? </li></ul></ul><ul><li>Are there “Fix-It Suggestions” we can act on now? </li></ul><ul><li>Result: Identify selected areas for action </li></ul>
  25. 25. Final Insights: Agency Leadership Matters <ul><li>Transformation is possible when pursued in a systematic way </li></ul><ul><ul><li>Strategic plan, operating plan, tie to budget </li></ul></ul><ul><ul><li>Define customers, services & products, strategies, processes and link to dollars </li></ul></ul><ul><ul><li>Measure relentlessly – organizational, team, individual scorecards – and reward performance </li></ul></ul>Shift thinking from “agencies and programs” to “services and results”
  26. 26. I Left REGO Inspired . . . . <ul><li>There are transformational leaders that make a difference </li></ul><ul><ul><li>Ken Kizer, James Lee Witt, Joe Dear, Dan Beard, Dan Goldin </li></ul></ul><ul><li>Employees saw the difference in their workplace: </li></ul><ul><ul><li>84 percent satisfaction </li></ul></ul><ul><li>Citizens saw the difference: </li></ul><ul><ul><li>60 percent saw improvement by 2000. </li></ul></ul><ul><ul><li>Satisfaction almost equal to private sector. </li></ul></ul><ul><ul><li>Regulatory streamlining: artificial skin </li></ul></ul>
  27. 27. Resources <ul><li>NPR Archived Website </li></ul><ul><ul><li>http://govinfo.library.unt.edu/npr/index.htm </li></ul></ul><ul><li>Sylvester & Umpierre, “Red Tape, Silver Hammers, Shattered Ashtrays: What States and Communities Can Learn From Eight Years of Federal Reinvention” Annie Casey Foundation (2001) </li></ul><ul><ul><li>http://www.aecf.org/publications/pdfs/Rego.pdf </li></ul></ul><ul><li>Osborne & Plastrik, “Reinventors’ Fieldbook” Jossey Bass Publishers (2000) </li></ul><ul><li>IBM Center for The Business of Government </li></ul><ul><ul><li>www.businessofgovernment.org </li></ul></ul><ul><li>John Kamensky </li></ul><ul><ul><li>[email_address] ; 202-551-9341 </li></ul></ul>
  28. 28. Vote on the Quick Poll Now: <ul><li>Text message: </li></ul><ul><li>22333 [insert pre-designated word] </li></ul><ul><li>Twitter: </li></ul><ul><ul><li> [insert pre-designated word] @poll </li></ul></ul><ul><li>Smartphone: </li></ul><ul><ul><li> poll4.com [insert pre-designated word] </li></ul></ul>

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