Maximizing Efficiency Gains: The Ventura Model · The obvious – budget, budget, budget State GF...

County Executive Office

Maximizing Efficiency Gains: The Ventura Model

SERVICE EXCELLENCE PROGRAMOur journey to excellence through continuous improvement.


L E A N

County Executive OfficeCounty of VenturaService Excellence Program Objective

Encourage a county-wide culture of service excellence, continuous improvement and empirically based decision making as a

means of improving quality, consistency, speed and cost of County Services.

21st Century Business Practice

Fiscal Conservancy

Governmental Transparency


CHALLENGES FOR GOVERNMENTIt has to be for the right reasons

Not driven by profitNo competitive pressureFreeing space/staff translates into less powerDecreasing cost can mean decreasing budgetsor de-obligating fundsQuality normally not a measureOn time delivery not a measureOften no process owners, info crosses MANYfunctional/divisional areas

This is a VERY INCONVENIENT TIME!


4


Breathing Life Into Data► Single Application and Comprehensive Site Plan for

Discretionary Processing Resource Management Agency, Fire, Agriculture, Public Works Agency. Reduces number of separate forms from 31 to 1. Reduces number of pages from 325 to 59. Reduces 872 questions to 110. Reduces duplicated questions from 180 to 0.Green.

► Electronic Court DocumentsHuman Services Agency, County Counsel. Saved the work of 1 FTE to do Social Work. Reduced the number of court continuances.

► Blanket Purchase Order General Services Agency. Increased productivity of BPO’s from 163 to 1,686, 30 steps to 11 steps. Sustained for 3 years. Staff morale and teamwork “never better”.

► Irrigation Management► General Services Agency. Reduced water by 50%. Green

County Executive Office“Change happens in projects. If youwant great change, run great projects."

COB/Assessor Assessment Appeals Project – Reduce Lead Timeo Big technical, policy changes – E-Forms, Increase #of hearings,

hire up at assessorso Process changes = 92 steps to 45 stepso Appraiser process 50% more appeals per montho Connect departments together – talk, and removed duplicationo Many other small changes

Opportunities to look at processes with Clerk Recorder, Tax Collector, Auditor Controllers, Cities

How can we make tax administration more cost effective?


John P. Kotter: Leading ChangeEight Stage Process

1. Establish a Sense of Urgency2. Create a Guiding Coalition3. Develop a Vision and a Strategy4. Communicate the Change for Vision5. Empower Employees for Broad-Based Action6. Generate Short-Term Wins7. Consolidate Gains and Producing More Change8. Anchor New Approaches in the Culture

Change Won’t Occur Naturally


1. Create a Sense of Urgency

►The obvious – budget, budget, budget►State GF expenditures were $103B in 2007/2008 -2009/2010 budgeted at $84.6B

►County GF budget is down $46M to $854M (not including the suspension of Prop 1A – allowing a loan to the State of $22M)

►County – For the first time AV has been a negative growth figure -2.3% (lowest previous was a 2% gain)

►Inactivated 311 positions in the last 24 months

Drivers

County Executive OfficeAs If That’s Not Enough►Expect 47% increase in no. of Food Stamp Applications

►35% increase in CalWorks or Welfare

►No. of Property Assessment Appeals expected to be 7X greater than prior average

►General increase in demandfor services not matchedby funds to deliver them


All Employees

• Provide data and voice of customer inputs to VSA, Kaizen Events, and Projects

• Apply concepts to their own jobs and work areas

2. Create a Guiding CoalitionBoard of SupervisorsMarty Robinson, CEO

Matt Carroll, Assistant CEO

Lean Champion

Service Excellence

Council

Practitioner’sCouncil

Service Excellence Office

Agency Executive Team

Lean Coordinator

Belts

TeamMembers

TeamLeaders

Value StreamChampion


Six Sigma

Lean

Theory of Constraints

SpeedQuality

Focus

Performance Improvement

3. Develop a Vision and Strategy

County Executive OfficeDEVELOPING A VISION AND STRATEGY

Create the Plan using Lean Six Sigma

Strategic Plan

ExecutivePlanningSession

Agency Portfolio

VSAProjectsKaizens

JDIGrassroots Ideas

Get-to-Excellence

Plan #1

Execute

“Begin with the end in mind.” ‐ Deming

Lean 6 Sigma

DeploymentAnd

ImplementationPlan

County Executive OfficeDEVELOPING A VISION AND STRATEGY

Implement the plan

Strategic Plan Initiative

Agency Portfolio

VSA, Projects

Kaizens

Just-Do-Its

The Northern Star Your Vision

Tactics and Improvements

Very big problems

Medium sized problems

Small Problems

JDIJDI

JDI

JDIJDI

JDI


4. COMMUNICATING THE CHANGE VISION

►Branding, Webpage, Bulletins►Standard communication procedures simply

won’t cut itStructure to communicate – teams, meetingsArticulate vision at every opportunity, don’t let upCreate awareness sessionsDon’t let rumors fill the void


5. EMPOWER EMPLOYEES FORBROAD-BASED ACTION

►Message that Leadership committing to staff empowerment

►Provide frequent training opportunities►Create a feedback loop►Do it for the right reasons


6. GENERATING SHORT-TERM WINS

►Create culture where it is fun to improve►Create uniform way to capture wins►Reward it! SEAward Award, pins, coins►Celebrate and publicize success

Presentations to the Board of SupervisorsPresentations to the SECPublish


7. CONSOLIDATE GAINS AND PRODUCE MORE CHANGE

►Teaming Site►Knowledge Sharing►Develop Internal Expertise/Capacity

Green BeltsMentorsTraining


8. ANCHOR NEW APPROACHES IN THE CULTURE

►Weaving Service Excellence with Finance, Human Resources, County Training Program

►Agency ownership – Grants►Everyone is Accountable

Performance EvaluationsSpecial Presentations to the Board of SupervisorsAgency performance benchmarks


Questions?

Elaine Crandall, Deputy Executive Officer800 S. Victoria Avenue, L# 1940Ventura, CA 93009(805) [email protected]


SEVEN DEADLY WORDS“WE HAVE

ALWAYS

DONE IT

THAT

WAY.”

Maximizing Efficiency Gains: The Ventura Model · The obvious – budget, budget, budget State GF...

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