part i launching a redesign effort 12-7-10
TRANSCRIPT
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Launching a Redesign Effort
Lessons from the Reinventing
Government Effort
John M. Kamensky, IBM Center for The Business of Government
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Overview of Clinton-Gore National Performance Review
Started 6 weeks into Clinton Presidency
Based on set of principles, guidelines
Staff of 250 civil servants at White House, plus teams in every agency
Six month deadline
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Overview of NPR
Advice from business leaders: focus on customers and listen to workers
1,200 recommendations -- reduce “overhead” by 252,000, fix systems, and save $108 billion
Continued and evolved over next 8 years
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What Did I Learn About Government Redesign?
The Process The Principles The Recommendations The Implementation The Aftermath The Lessons You Can
Apply
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The Process
Teams – for systems and agencies
Terms of Reference Tollgates Townhalls Timeline
Recommendations Report Rollout
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Examples of “Systems” Teams
Redesigning Management Systems Transforming Organizational Structures Mission-Driven, Results-Oriented Budgeting Improving Financial Management Reinventing Support Functions Reinventing Personnel Management Reengineering Through Info Technology Improving Regulatory Systems
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Initial Premises of NPR
• Focus on how Government works, not on what it should do
• Do not move “boxes”• Target overhead Don’t make recommendations to do more
studies• Tie administrative changes to policy priorities• Identify “Champions” for recommendations
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The Principles
Customers first Empower employees Cut red tape Create partnerships
Outcome: Increased Citizen Trust
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Others Have Principles, Too
Anticipatory Governance Results-Focused Governance Collaborative Governance Transparent Governance
“Four Strategies to Transform State Governance,” by Keon Chi
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The Recommendations
Cut overhead positions by 15 percent, consolidated mission support functions
Empowered front-line employees via waivers, reinvention labs
Emphasized customer service Used performance agreements, flexibility,
measurement
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The Implementation Phase
Created President’s Management Council Remaining staff focused on implementation
via networks, best practices, recognition, tracking
Increased transparency of performance using Balanced Scorecard
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NPR Implementation Guidelines
Focus on what works, not what doesn’t Be value/principle-driven, not rule-driven Be customer-centric, not agency-centric Focus on services and results, not agencies
and programs
Recommendations weren’t the ultimate goal – culture change was. . . But how?
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Insights During Implementation
Congress eats dessert first. Headquarters doesn’t cut headquarters; it cuts field. Departments don’t do work; bureaus do it.
Focus on them during implementation. Link reforms to mission and performance You can’t always trumpet your successes if you
want to keep them. . . . . . . But shining light on success begets more
success.
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The Aftermath
What continued
President Bush’s Management Agenda
President Obama’s Management Agenda
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What Continued . . .
Chief Operating Officers in agencies President’s Management Council Employee, Customer Surveys Emphasis on performance and results
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Bush Management Agenda
Bush Administration shifted from “let a thousand flowers bloom” to 5 centralized initiatives. Maintained course over 8 years.– Small handful of “catalytic mechanisms”– Scorecard public, follow through relentless– Simplify, unify technology– Build once, use many times – central standards,
architecture, investment decisions– Tie performance to budget
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Bush’s Strategic Themes
Citizens-centered Results-oriented Market-based
Outcome: Fiscal Responsibility and Program Accountability
Human Capital
Competitive Sourcing
Budget & PerformanceIntegration
FinancialPerformance
Expanded E-Government
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June 30, 2003Progress in Implementing the President's Management Agenda
E-GovHuman CapitalCompetitive
Sourcing Financial
Perf.
Budget/Perf.
Integration
HumanCapital
CompetitiveSourcing
FinancialPerf.
E-GovBudget/
Perf.Integration
AGRICULTURE
COMMERCE
DEFENSE
EDUCATION
ENERGY
EPA
HHS
HOMELAND
HUD
INTERIOR
JUSTICE
LABOR
STATE
How Bush Measured Progress
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Obama Accountable Govt Initiative
Drive cross-cutting and agency-level high priority goals
Promote Open Government, transparency, citizen role
Emphasize efficiency: technology spending, improper payments, customer service
Reform contracting, hiring processes
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Obama Uses Dashboards
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NPR attempted to go around central control agencies . . . PMA uses them heavily; AGI less so
NPR relied on temporary, dedicated staffing . . . . PMA relied on permanent staff, as supplemental task, AGI same
NPR attempted to engage front line . . . . PMA attempts to engage agency political leaders; AGI
hasn’t
NPR focused on recognizing success . . . . PMA focuses on scorecards of all; AGI dashboards for key items
Contrast between NPR, PMA, AGI
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The Lessons You Can Apply
Clear purpose, scope Support from the top A champion in charge Create sense of urgency to act Focus on mission, organize around
customers Quick wins, stories, measurement – builds
support for longer-term initiatives
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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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Break-Out Groups: 30 minutes
Two areas of conversation:
Where should we focus?– What themes, principles, strategies should we use?– What cross-agency initiatives make sense?
Are there “Fix-It Suggestions” we can act on now?
Result: Identify selected areas for action
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Final Insights:Agency Leadership Matters
Transformation is possible when pursued in a systematic way– Strategic plan, operating plan, tie to budget– Define customers, services & products,
strategies, processes and link to dollars– Measure relentlessly – organizational, team,
individual scorecards – and reward performance
Shift thinking from “agencies and programs” to “services and results”
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I Left REGO Inspired . . . .
There are transformational leaders that make a difference
– Ken Kizer, James Lee Witt, Joe Dear, Dan Beard, Dan Goldin
Employees saw the difference in their workplace: – 84 percent satisfaction
Citizens saw the difference: – 60 percent saw improvement by 2000.– Satisfaction almost equal to private sector.– Regulatory streamlining: artificial skin
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Resources
NPR Archived Website– http://govinfo.library.unt.edu/npr/index.htm
Sylvester & Umpierre, “Red Tape, Silver Hammers, Shattered Ashtrays: What States and Communities Can Learn From Eight Years of Federal Reinvention” Annie Casey Foundation (2001)
– http://www.aecf.org/publications/pdfs/Rego.pdf
Osborne & Plastrik, “Reinventors’ Fieldbook” Jossey Bass Publishers (2000)
IBM Center for The Business of Government– www.businessofgovernment.org
John Kamensky– [email protected]; 202-551-9341
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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]