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Lean Local Government: Using Lean Startup Principles to Empower Government Employees & Improve Resident Satisfaction, Kelly McAdoo, City of Hayward, CA

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For most people, local government is something you don’t think about unless there’s an emergency. But civic organizations touch more lives than local businesses. So why then do so many local governments get stymied by organizational cultures that publicly punish mistakes and reward safety instead of following any semblance of modern business practices? Kelly McAdoo shares the story of how the City of Hayward, California has applied Lean Startup to improve resident satisfaction, empower employees, and prioritize scarce resources while also providing the ability to measure the impact of their actions on the community.

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Lean Local Government: Using Lean Startup Principles to Empower Government Employees & Improve Resident Satisfaction, Kelly McAdoo, City of Hayward, CA

  1. 1. Lean Local Government If Hayward can, why can’t your city or your organization? Lean Local Government: Hayward, California
  2. 2. What if you aren’t San Francisco or New York City?
  3. 3. Aerial map of Bay Area with Hayward logo on map where Hayward is Hayward is here
  4. 4. 80% of the U.S. population lives outside of the 100 largest cities.
  5. 5. Why Lean Start Up?
  6. 6. Maximizing Scarce Resources You can’t get blood out of a stone.
  7. 7. Hoarding Today’s Problem: Hoarding
  8. 8. Up to 1.4 million people in the United States display compulsive hoarding behaviors.
  9. 9. Test Assumptions Interviewed customers to gain empathy and discover pain points Findings Limited pain; resolution in hands of client; new diagnostic health model needed; low priority First Responders, City Staff, Adult Protective Services, County Health, Residents Our Customers Idea/Assumption Hoarding is a problem we need to address now and City X has a solution we think might work for us The team embarked on the Lean Start Up process.
  10. 10. “We can fix the hoarding problem, but not the person.” “Without illegal activity, there’s nothing for us to really address.” “We have no way of following up with these people, and no resource to offer.” CODE ENFORCEMENT
  11. 11. “Everybody was at the table, and hoarders said ‘thanks, but no thanks.’” “They’re not legally incompetent, so we can’t force them and it’s not a top priority.” “There’s a clinical treatment, but our staff aren’t trained.”
  12. 12. Staff: 10 person Interdepartmental Task Force Time: 15 months Hours: 2013
  13. 13. Staff: Four person team Time: 3 Months Hours: 166 Lean Innovation Process (166 Total Staff Hours, 3 Months) businessasusual
  14. 14. Test Assumptions Interviewed customers to gain empathy and discover pain points Findings Limited pain; resolution in hands of client; new diagnostic health model needed; low priority First Responders, City Staff, Adult Protective Services, County Health, Residents Our Customers Idea/Assumption Hoarding is a problem we need to address now and City X has a solution we think might work for us The team used the Lean Start Up process and saved several hundred thousand dollars of resources.
  15. 15. No solution turned out to be better than investing in the wrong solution.
  16. 16. And we’re using the process to improve our customers’ experience interacting with their City government! Lean Start Up is also shaping our approach to improving employee engagement
  17. 17. Lean Local Government

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