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Part i launching a redesign effort 12-7-10
1. Launching a Redesign Effort Lessons from the Reinventing Government Effort John M. Kamensky, IBM Center for The Business of Government
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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
23. You Can Send Your Questions to: Text message: Short code: 22333 USVI [text] Twitter: @poll USVI [text] Smartphone: poll4.com USVI [text]
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Editor's Notes
Background behind IBM Center How to use the polling software
Articulated a set of principles and an inspiring vision Set ambitious deadlines Created teams of civil servants Facilitated a consensus-building “tollgate” process Personally involved the Vice President 4 Phases: initial 6-month review – HOW govt works (went well; careerists) subsequent 4-month review – WHAT govt should be doing small agency reviews (no action) large agencies stonewalled (didn’t want to cut programs) regulatory reform Focus on incentives – PBOs, customer service Focus on impact on citizens, piloting new govt’l approaches – B4K, safe cities – networks; shift from emphasis on process (customer standards) to outcome measures (trust, citizen satisfaction). Emphasis on the 32 agencies that had the most contact with citizens.
Reduce overhead 2-year budget process; streamline process overall Streamline personnel, procurement processes Launch customer service standards Developed first governmentwide IT plan
Rather than bringing in outside experts, VP Gore insisted on using government workers themselves – the problem was the system, not the people in it. And who knew the system better than the people work work in it? GTO-21 Report by the TechAmerica Foundation in early November 2010: Many studies have been performed to answer the question of why Federal projects fail. Notable among these are Martin Cobb’s Paradox . . . Cobb's Paradox states that we know why software projects fail, we know what we should do to avoid failure in the future, but for unexplained reasons we don't do it. Root cause analysis. . .
Principles Scope: what’s on/off the table (e.g., how vs. what) Strategic approach: systems vs. agencies Don’t move boxes No studies Operations: Charter for teams, areas of focus, questions to address Tollgates Townhalls (employees, citizens, business) Rollout Stakeholders, engage employees Implementation Create sense of urgency, commitment, follow through Use adminis tools, Exec Orders, where possible Legislation to be integrated into regular auth/approp processes
Both top-down and bottom-up Centralize vs. fan 1,000 fires Chunk vs. integrated whole Customer-, employee-driven vs. driven by center Define customers/services, work back from there to programs, agencies Rotated 1,300 employees through team over 8 years Today: Use of Stat process by agencies emphasis is engaging citizens in identifying innovations, redesigning processes, commenting on/participating in decision-making, helping co-deliver services
Don’t Needlessly Alienate OMB – “You are the government.” Report changed after went to printers. Would not stand behind cost savings. Agencies -- VP met one-on-one with each of his cabinet members to go over recommendations, enlist their support for agency-specific, govt-wide recs. Opinionmakers – good with all but academics Hiding Success field office closures bury legislative changes: IT, travel reform in DOD bill Focus on success Ignore those who don’t want to go along; too much energy to push. Save energy and attention for those who want to make a difference Hammer Awards: $50B in savings/cost avoidance
Design elements: Value-driven vs. rule-driven Top-down/bottom-up Centralize vs. 1,000 flowers bloom Chunk vs. integrated whole Agency-focus vs. systems-focus Plan-do vs. logic model Use of transparency Broad vs. targeted/pilots How vs. what government does Customer service vs. fix processes Accountability to top vs. accty to customers Inside vs. outside Start with fiscal (e.g., WA, IA) vs. start with people, process
Scope of an effort: How vs. What External commission vs. internal task force Define vision, values, principles of a redesign effort Identify cross-agency initiatives Identify agency-specific initiatives
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