a transformation framework for government national association of state comptrollers march 11, 2015...

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


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.


Does your enterprise have a strategy?Do your systems know what it is?


Systems & processes implement strategies to deliver results

Results the Public Expects

Strategies deliver results

Processes implement strategies

Systems enable processes


• 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


• Work flows

• Decision rules

Processes implement strategiesSystems enable enterprise business processes

No enterprise can work better than its processes


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?


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


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


Government’s DilemmaGovernment CANNOT Deliver 21st Century results with 100 Year Old DNA

Bureaucracy was the solution

But now it’s the problem


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


Transform the Systems and Processes

Use back-office power—the power of systems and processes—to transform front-office performance.


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


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


“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


Leaders Transform the SystemsReflections from Washington State


Results Washington—Strategic Framework


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


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


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


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


Contact Information:

Peter Hutchinson: [email protected]

Bill Kilmartin: [email protected]

Wendy Korthuis-Smith: [email protected]

a transformation framework for government national association of state comptrollers march 11, 2015...

Documents

systems processes

processes systems

results processes

governor slide

accountable slide

future slide

problem slide

strategies systems