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A Transformation Framework for Government
National Association of State ComptrollersMarch 11, 2015
Delivering Public Service for the Future
Copyright © 2015 Accenture All rights reserved. 2
Presenters:
Peter Hutchinson, Managing Director, Accenture Former Commissioner, MN Dept. of Finance
Bill Kilmartin, Director, AccentureFormer Comptroller, State of MA
Wendy Korthuis-Smith, State of WashingtonDirector, Results Washington, Office of the Governor
Copyright © 2015 Accenture All rights reserved. 3
Results Happen by Design
Organizations produce exactly the results they are designed to produce—and none other.
It’s in their DNA.
Getting different results requires a different design embedded in its DNA.
Copyright © 2015 Accenture All rights reserved. 4
Does your enterprise have a strategy?Do your systems know what it is?
Copyright © 2015 Accenture All rights reserved. 5
Systems & processes implement strategies to deliver results
Results the Public Expects
Strategies deliver results
Processes implement strategies
Systems enable processes
Copyright © 2015 Accenture All rights reserved. 6
• Transmitting data,
• Converting data into information,
• Facilitating decisions,
• Converting decisions into actions/ transactions
Systems enable processesSystems are the nervous system of the enterprise
No enterprise can know more than its systems
Copyright © 2015 Accenture All rights reserved. 7
• Work flows
• Decision rules
Processes implement strategiesSystems enable enterprise business processes
No enterprise can work better than its processes
Copyright © 2015 Accenture All rights reserved. 8
Systems & processes embed the enterprise’s DNA No enterprise can do what its DNA won’t
Accountability Who
matters?
CultureHow it
really works?
PurposeWhat
matters?
PowerWho decides
what?
IncentivesHow are
things made to matter?
Copyright © 2015 Accenture All rights reserved. 9
Government’s DilemmaGovernment CANNOT Deliver 21st Century results with early 20th Century DNA embedded in antiquated processes and systems
“I am spending $387 million a year on workforce programs and don’t know what I am getting for my money or how to get what our state needs to compete in a global economy.”
“The Commission unanimously concluded that a State of Emergency exists, which requires a fundamental transformation of the current child protection system.” a major County
Copyright © 2015 Accenture All rights reserved. 10
Government’s DilemmaUnprecedented Challenges
Fiscal StressSlower growing revenue and faster growing costs
Service DistressDemand for service that is better, faster, cheaper, simpler, personal, integrated, anticipatory, accessible, accountable
Copyright © 2015 Accenture All rights reserved. 11
Government’s DilemmaGovernment CANNOT Deliver 21st Century results with 100 Year Old DNA
Bureaucracy was the solution
But now it’s the problem
Copyright © 2015 Accenture All rights reserved. 12
DNA we inherited can’t deliverDNA of Bureaucracy
Assumption: People cheat/control them
Statutes and Rules
Chain of command
Compliance/Costs
Centralized
Mistrust
Purpose
Accountability
Incentives
Control
Culture
Copyright © 2015 Accenture All rights reserved. 13
Transform the Systems and Processes
Use back-office power—the power of systems and processes—to transform front-office performance.
Copyright © 2015 Accenture All rights reserved. 14
Transform the DNA in the system
Bureaucracy
Statutes and Rules
Chain of command
Compliance/Costs
Centralized
Mistrust
Purpose
Accountability
Incentives
Control
Culture
Assumption: People cheat/control them
Performance OrgAssumption: People achieve/enable them
Mission
Those we serve
Results/Value
Delegated
Trust/empowerment
Copyright © 2015 Accenture All rights reserved. 15
Transform systems and processes—deliver results
Results the Public Expects
Strategies that deliver results
Processes that implement
Systems that embed DNA
Don’t replace systems and processes—transform them!
Copyright © 2015 Accenture All rights reserved.
StartHere
Copyright © 2015 Accenture All rights reserved. 16
“Pulse” Survey of the States
Bureaucratic Performance Oriented
Connect people to purpose/goals
Connect people to customer feedback
People care—make it rewarding
Delegate authority
Encourage innovation
1 2 3 4 5
Purpose
Accountability
Incentives
Control
Culture
Copyright © 2015 Accenture All rights reserved. 17
Leaders Transform the SystemsReflections from Washington State
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Results Washington—Strategic Framework
Copyright © 2015 Accenture All rights reserved. 19
AccentureImplementation
Roadmap
Results Washington—Timeline
2013: Design & Develop 2014: Implement & Experiment 2015: Operationalize
StrategicFramework
Measure Maps
Goal Councils
Stakeholder Previews
Results Reviews
Open Performance
Improvement Plans
Early Results
New Standards
Partnership Expansion
Strategic Alignment
Goal 1
Goal 2
Goal 3
Goal 4
Goal 5
Enterprise
Agencies
Boards
Commissions
Rollout 14 Strategies
Copyright © 2015 Accenture All rights reserved. 20
Results WA | Implementation Roadmap StrategiesThe resulting integrated plan provides insight into each of the strategy action plans at a high-level.
Owner ID Strategy 2013 2014 2015 2016
Results Washington
1.A Make the Results Personal
2.G Convene Regular Reviews of Results WA
5.A Promote Innovation
5.B Expand and Strengthen the Lean Culture
5.C Create a Customer-Centric Culture
Goal Councils 1.D Build a Roadmap to Results
2.A Establish Standards for Customer Service
2.B Expand Digital Service
4.B Use Cross-Agency, Jurisdiction, Stakeholder Results Teams
Agencies 2.E Gather and Disseminate Customer Feedback
2.C Make Voluntary Compliance More Likely
Governor’s Office & OFM
1.B Use Results WA to Inform Budget & Policy Priorities
3.A Celebrate Performance
3.B Align Individual Performance to Results WA
Plan & Assess
Execute
Ongoing Implementation
Copyright © 2015 Accenture All rights reserved. 21
Strategy Action Plan: Create Clarity of Purpose & Direction 1.A Make the Results Personal—Overview
Strategy Description: What’s the idea?Use personal stories to capture and convey the importance and purpose of the work people do in state government. These stories will give meaning to the metrics. They will give life to results reporting.
Gaps: What are the current challenges that must be addressed?• Current practices focus on the metrics but not on their meaning
• Current practices connect with people’s heads but not their passions or sense of purpose
Current Situation: What is currently in place related to this strategy?
• Some programs use Logic Models to connect line work to outcomes• Some agency measures are mapped to state outcome measures• Results information is captured through a combination of agency results forums,
periodic reports, and performance metric systems
Activities (Planning currently underway)In the next 6 months:• Engage Agency Communication Leads • Review best practices related to effective storytelling• Embed plan for developing case studies in Results WA
Communication Plan and determine how to measure success
• Begin each Results WA Results Review with a compelling story that shows what difference achieving that goal makes to the people of Washington
In 6-12 months:• Make storytelling part of all Cabinet, Results WA, and
agency meetings• Develop a repository of stories (aligned to the Results
WA Communications Plan)
In 12+ months:• Track results against success measures• Ask employees if they know what difference they make
for the people of Washington• Share best practices, recognize performance, and
adjust strategy as needed
Critical Elements for Success• Strong engagement of Agency Communication Leads
• Connection to Strategy 2.E, Gather and Disseminate Customer Feedback
Goal: What does success look like?For each Results WA Goal, powerful and compelling stories from Washingtonians (external) and state employees (internal) answer the question: What difference do we make for the people of Washington?When asked, state employees can say “I know what difference I make for the people of Washington.” Also gather stories to provide insight into when WA government is falling short of making a difference for Washingtonians.
EXAMPLE
Copyright © 2015 Accenture All rights reserved. 22
Strategy Action Plan: Create Clarity of Purpose & Direction (Cont.) 1.A Make the Results Personal—Overview
EXAMPLE
Delivery & Pace: What needs to happen and by when?
For each Results WA Goal, powerful and compelling stories from Washingtonians (external) and state employees (internal) answer the question: What difference do we make for the people of Washington?When asked, state employees can say “I know what difference I make for the people of Washington.” Also gather stories to provide insight into when WA government is falling short of making a difference for Washingtonians.
Definition of Success: What does success look like in practical terms?• Stories and case studies highlight both successes and areas for
improvement, not just positive stories which can be seen as fluff.• Leadership has visibility into the challenges/hurdles that are
encountered by Washingtonians and state employees in serving their customers.
• Collaboration with stakeholder groups helps spread the word and to give Results WA important third-party validation.
• Personal stories and case studies represent the voice of all Washingtonians.
• Managers and employees are motivated to listen to the voice of the customer on a regular basis, and see how they make a difference and add value.
Suggested Owners
Lead: Results WA Engagement Mgr.
Support: Agency Communication Leads and Goal Councils
Resources Required
People: Low
Technology/Tools: Low
Funds: Low
Notes & Additional Considerations• Gathering stories at the agency/unit
level will be a major part of the “asks” for communication directors and their agency Lean teams
• Incorporate collecting stories into Strategy 2.E, Gather and Disseminate Customer Feedback
Copyright © 2015 Accenture All rights reserved. 23
Contact Information:
Peter Hutchinson: Peter.C.Hutchinson@accenture.com
Bill Kilmartin: William.Kilmartin@accenture.com
Wendy Korthuis-Smith: Wendy.Korthuis-Smith@gov.wa.gov
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