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REINVENTING CALIFORNIA GOVERNMENT-Using Enterprise Lean and Reform Models [NOOK Book]

Overview

California State leaders, caught up in the current budget crisis, are weighing the options of cutting programs or raising taxes. You hear this from Governor Brown in his January 5, 2012 budget speech also from other California politicians and TV news anchors nearly all are focused the two alternatives. But there is a third option- making State Government efficient and effective. This third option affects how the government works and does not cut programs or raise taxes. This book shows how to use Enterprise Lean ...
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REINVENTING CALIFORNIA GOVERNMENT-Using Enterprise Lean and Reform Models

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Overview

California State leaders, caught up in the current budget crisis, are weighing the options of cutting programs or raising taxes. You hear this from Governor Brown in his January 5, 2012 budget speech also from other California politicians and TV news anchors nearly all are focused the two alternatives. But there is a third option- making State Government efficient and effective. This third option affects how the government works and does not cut programs or raise taxes. This book shows how to use Enterprise Lean with Reform Models developed by the author to reinvent California’s State Government. The approach borrows the best and most successful methods from industry and applies them to state government. This is a unique breakthrough solution which brings major reform to the State government benefiting everyone who lives in the state (except for a few bureaucrats). With these reforms the State can balance its budget, have more resources for education and healthcare and may put off tax increases.

The timing of these reforms could not be better 46 states including California are having trouble balancing their budgets even after severely cutting many programs including education, welfare, and health care. The implementation of the reforms in this book require that only those programs that remain after the cuts should be made more efficient. The good thing is that the reforms target the inherent inefficiency of the bureaucratic organization itself which has been left virtually untouched by the cuts that the state has made. The state of California can expect to see an estimated 20% decrease in staffing costs from the implementation of the General Reform Model without any decease in services.

Other Reform Models target specific problem areas of government. The Streamlining Boards and Commissions Model implements a State Call Center that manages all the former activities of the Boards and Commissions. All public contact with California’s Boards and Commissions goes through the State Call center. Call center personnel have instant access to Boards and Commission information through computer databases to answer public queries. The Call center acts as a screening function for those seeking detailed information and those needing special services. Boards and Commissions that only supply information to the public may become redundant because that information can now accessed from the internet by call center personnel. The savings is in the management of the interface with the public and not so much on the reduction of the number of Boards and Commissions.

Another reform: the Consolidation Reform Model focuses on consolidating duplicated service functions such as purchasing, travel and etc. The Consolidation Model can also be used in consolidating government agencies that have duplicated functions.

This book provides the details of how to implement the approach using Enterprise Lean to train all relevant public employees in the use of the Lean tools. Lean is used in Reform Models designed to guide them step by step in fixing specific government problems. There are also guided template scenarios of how to implement multiple Reform Models.
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Editorial Reviews

David Childs
What particularly jumped out at me was your experience that most agencies are overstaffed by “10% or more.” That has been my exact same experience !
I was Dallas County, Texas Tax Collector for 20 years and by applying simple common sense quality management practices my office team was able to:
1) triple productivity, in faster response times, while reducing total staff over that 20 year period; 2) maintain an average annual budget increase rate of 3.3% while comparable age
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Product Details

  • BN ID: 2940013766556
  • Publisher: EPUB BUD
  • Publication date: 1/10/2012
  • Sold by: Barnes & Noble
  • Format: eBook
  • File size: 304 KB

Meet the Author

Lawrence Rosier is a Management Consultant specializing in Government Reform. He was formerly a Management Consultant with Alexander Proudfoot and Scheduling Corp. both firms located in Chicago. He has served on the staffs of: the Manager of Special Projects, Boeing Co., President of McDonnell Douglas Missile Systems Co. and Vice President of Manufacturing of McDonnell Douglas Missile Systems Co. Education includes degrees in Industrial Engineering and Secondary Education. He was a graduate instructor at the University of Washington Experimental Education Unit. He was also the Manager of Manufacturing Engineering for Multiplex Company in St. Louis.

His most significant achievement in the 1980s was the proposal and acceptance by Sanford McDonnell CEO of McDonnell Douglas Corp. of a modification to the company’s Quality of Work Life (QWL) implementation (the forerunner of Lean Manufacturing). The modification replaced the existing Bureaucratic organization with a Team Management organization consisting of Steering Management Teams and Functional Management Teams for the McDonnell Douglas Missile Systems Co. This Team Management style was enthusiastically received by employees and inspired employee innovation. It was used successfully for over ten years until the sale of the company to Boeing in the 1990’s.
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