A Transformation
Framework for
Government
National Association of State
Comptrollers
March 11, 2015
Delivering Public Service
for the Future
Presenters:
Peter Hutchinson, Managing Director, Accenture
Former Commissioner, MN Dept. of Finance
Bill Kilmartin, Director, Accenture
Former Comptroller, State of MA
Wendy Korthuis-Smith, State of Washington
Director, Results Washington, Office of the Governor
Copyright © 2015 Accenture All rights reserved.
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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.
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Does your enterprise have a strategy?
Do your systems know what it is?
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Systems & processes implement strategies
to deliver results
Results the Public Expects
Strategies deliver results
Processes implement strategies
Systems enable processes
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Systems enable processes
Systems are the nervous system of the enterprise
• Transmitting data,
• Converting data into information,
• Facilitating decisions,
• Converting decisions into actions/
transactions
No enterprise can know more than its systems
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Processes implement strategies
Systems enable enterprise business processes
• Work flows
• Decision rules
No enterprise can work better than its processes
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Systems & processes embed
the enterprise’s DNA
No enterprise can do what its DNA won’t
Accountability
Who
matters?
Incentives
Culture
How are
things made
to matter?
How it
really works?
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Power
Purpose
Who decides
what?
What
matters?
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Government’s Dilemma
Government 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
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Government’s Dilemma
Unprecedented Challenges
Fiscal Stress
Slower growing
revenue and faster
growing costs
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Service Distress
Demand for service
that is better, faster,
cheaper, simpler,
personal, integrated,
anticipatory,
accessible,
accountable
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Government’s Dilemma
Government CANNOT Deliver 21st Century results with
100 Year Old DNA
Bureaucracy was the
solution
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But now it’s the problem
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DNA we inherited can’t deliver
DNA of Bureaucracy
Assumption: People cheat/control them
Purpose
Statutes and Rules
Accountability
Chain of command
Incentives
Compliance/Costs
Control
Centralized
Culture
Mistrust
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Transform the Systems and Processes
Use back-office power—
the power of systems
and processes—to
transform front-office
performance.
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Transform the DNA in the system
Bureaucracy
Performance Org
Assumption:
People cheat/control them
Assumption:
People achieve/enable them
Purpose
Statutes and Rules
Mission
Accountability
Chain of command
Those we serve
Incentives
Compliance/Costs
Results/Value
Control
Centralized
Delegated
Culture
Mistrust
Trust/empowerment
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Transform systems and processes—
deliver results
Results the Public Expects
Strategies that deliver results
Processes that implement
Systems that embed DNA
Start
Here
Don’t replace systems and
processes—transform them!
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“Pulse” Survey of the States
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Purpose
Connect people to purpose/goals
Accountability
Connect people to customer
feedback
Incentives
People care—make it rewarding
Control
Delegate authority
Culture
Encourage innovation
2
3
Bureaucratic
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4
5
Performance Oriented
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Leaders Transform the Systems
Reflections from Washington State
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Results Washington—Strategic Framework
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Results Washington—Timeline
2013: Design & Develop
2014: Implement & Experiment
2015: Operationalize
Strategic
Framework
Results
Reviews
New
Standards
Measure
Maps
Open
Performance
Partnership
Expansion
Improvement
Plans
Strategic
Alignment
Goal
Councils
Goal
1
Goal
5
Goal
4
Goal
2
Goal
3
Stakeholder
Previews
Rollout
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Enterprise
Agencies
Boards
Commiss
ions
Early
Results
Accenture
Implementation
Roadmap
14 Strategies
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Results WA |
Implementation Roadmap Strategies
Plan & Assess
Execute
Ongoing
Implementation
The resulting integrated plan provides insight into each of the
strategy action plans at a high-level.
Owner
ID
Strategy
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
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
2.E
Gather and Disseminate Customer Feedback
2.C
Make Voluntary Compliance More Likely
1.B
Use Results WA to Inform Budget & Policy
Priorities
3.A
Celebrate Performance
3.B
Align Individual Performance to Results WA
Goal Councils
Agencies
Governor’s
Office & OFM
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2013
2014
2015
2016
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Strategy Action Plan:
Create Clarity of Purpose & Direction
EXAMPLE
1.A Make the Results Personal—Overview
Strategy Description: What’s the idea?
Activities (Planning currently underway)
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.
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
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.
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
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
Gaps: What are the current challenges that must be addressed?
• Current practices focus on the metrics but not on their meaning
Critical Elements for Success
• Current practices connect with people’s heads but not their passions or sense
of purpose
• Strong engagement of Agency Communication Leads
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• Connection to Strategy 2.E, Gather and Disseminate
Customer Feedback
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EXAMPLE
Strategy Action Plan:
Create Clarity of Purpose & Direction (Cont.)
1.A Make the Results Personal—Overview
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.
Suggested Owners
Lead: Results WA Engagement Mgr.
Support: Agency Communication Leads
and Goal Councils
Resources Required
People: Low
Technology/Tools: Low
Funds: Low
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.
Copyright © 2015 Accenture All rights reserved.
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
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Contact Information:
Peter Hutchinson: Peter.C.Hutchinson@accenture.com
Bill Kilmartin: William.Kilmartin@accenture.com
Wendy Korthuis-Smith: Wendy.Korthuis-Smith@gov.wa.gov
Copyright © 2015 Accenture All rights reserved.
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