During 2001, we were engaged to assist the Office of Technology Resources (OTR) in responding to a variety of oversight agency concerns regarding the Department of General Services' decision to relocate the Department's Network Distribution Center (NDC) and consolidate selected OTR staff at a new facility located in 2750 Gateway Oaks Drive. Our efforts focused on reconstructing a five-year-long chronology of circumstances and events that provided a context for various decisions that were made by DGS management under two separate administrations. The scope of the assessment encompassed organizational, technical, and financial issues and concerns.
Services Performed: Organizational Alignment and Restructuring, Budgeting and Accounting
During 2000, we were engaged to assess opportunities to streamline and simplify the small business certification and renewal processes utilized by the Office of Small Business Certification and Resources. Results of the assessment showed needs to (1) restructure the certification process to enable elimination of a large accumulated backlog of certification and renewal applications, and (2) consolidate the Offices' resources with DGS' Procurement Division to enhance marketing and outreach capabilities needed to enlarge the pool of certified small businesses and increase small business participation in State contracting. Over a period of less than six weeks the Office's backlog was nearly eliminated and the number of certified small businesses was increased from fewer than 5,000 to nearly 6,000. Subsequently, we provided assistance in (1) guiding and monitoring the Office's backlog reduction efforts, (2) merging the Office with the Procurement Division, and (3) developing a portfolio of improvement initiatives to address the full range of Small Business Program development needs. Currently, there are nearly 15,000 certified small businesses, the largest number ever achieved.
Services Performed: Program Planning and Evaluation, Organizational Alignment and Restructuring, Workload and Staffing Analysis, Business Process Reengineering
During 2001, we completed a workload and staffing analysis of HRD's recruitment, classification and pay, training, and special projects business units. Results of the assessment were used to realign staffing to better match workload demands, restructure the business units to better leverage supervisory and management capabilities, and reclassify positions as needed to align staff classifications with current and emerging business and customer service needs. Subsequently, throughout 2002 and 2003, we provided ongoing technical assistance to the HRD management team in identifying, planning and scheduling, and managing a portfolio of several dozen special projects and improvement initiatives that were structured to address a broad range of enterprise-level needs related to staff recruitment and selection, classification and compensation, staff development and retention, performance management, technology infrastructure development, and enterprise support (e.g., succession planning, FMLA training, telework program training, ergonomic policy development, etc.).
Services Performed: Program Planning and Evaluation, Organizational Alignment and Restructuring, Workload and Staffing Analysis, Business Process Reengineering
During 2001, we completed a legislatively mandated assessment of a large-scale organizational restructuring and business process reengineering project that was implemented during CY1999. The focus of the assessment was on identifying impacts that the reengineering project had on consumer and industry access to Board staff, workload and workflow, the timeframes needed for resolving complaints, staff productivity, work quality, standardization and consistency in complaint processing and investigation, costs, turnover of staff and staff morale, communications, and the level of customer satisfaction with the CSLB's services. Results of the assessment showed that the reengineering project had significant adverse impacts on the Enforcement Program, and had significantly reduced the level of consumer satisfaction with the Board's complaint-handling services.
Subsequently we were engaged to assist the Board in improving Enforcement Program operational performance. Services provided included conducting research and analysis of specific issues related to the handling and investigation of complaints, reviewing operations at the Board's Intake/Mediation and Investigation Centers, compiling and analyzing workload and performance metrics, and assessing staffing and funding requirements.
Services Performed: Program Planning and Evaluation, Organizational Alignment and Restructuring, Workload and Staffing Analysis, Business Process Reengineering, Budgeting and Accounting
During 2003, we performed a reengineering assessment of the Board's registration processes. The scope of the project included assessment of opportunities to consolidate Seller's Permit registrations with registrations for other tax and fee programs administered by the Board. Additionally, we completed a detailed evaluation of the forms currently used to apply for a Seller's Permit to improve consistency and the quality of information provided and to simplify submission and processing requirements. The assessment also included evaluation of alternative approaches to serving walk-in applicants and completing mail-in registrations at the Board's district offices, and analysis of various issues related to completing address change requests. Finally, we provided assistance in implementing recommended improvements.
Services Performed: Program Planning and Evaluation, Business Process Reengineering