During 2006, we prepared a detailed procedures manual governing all of the Grant Management Program's business processes.
Services Performed: Program Planning and Evaluation
During 2006, we assisted a bi-partisan Task Force charged with developing an omnibus reform bill to regulate California's private postsecondary and vocational education institutions (SB 1473, Figueroa). Members of the Task Force included representatives from the State and Consumer Services Agency, the Department of Consumer Affairs, and the Senate Business and Professions Committee staff.
Services Performed: Program Planning and Evaluation
In 2006, we completed a comprehensive, legislatively-mandated assessment of the State's program for regulation of private postsecondary and vocational education institutions, a program that had been plagued with problems since its inception following the late-1980's "diploma mill" crisis. The scope of the assessment encompassed review of all of the statutes and regulations governing the program, all of the Bureau's operating and administrative support processes, organization and staffing, technology support systems, and funding. Results of the assessment showed that the Bureau was not fulfilling most of its statutorily mandated responsibilities and also was financially insolvent. More than 70 recommendations for improvements were developed addressing nearly every aspect of the program. Based on results of this assessment, we were subsequently engaged by the Department and the Senate Business and Professions Committee to assist in drafting an omnibus reform bill.
Services Performed: Program Planning and Evaluation, Organizational Alignment and Restructuring, Workload and Staffing Analysis, Business Process Reengineering, Budgeting and Accounting
During 2006, we completed a comprehensive business process reengineering, workload, and staffing analysis of DMV's Driver Safety Program (DSP). The scope of the project encompassed (1) documentation and assessment of the DSP's primary business processes; Negligent Operator (NEG OP), Administrative Per Se (APS) Suspension/Revocation, and Physical and Mental (P&M), (2) collection and analysis of information concerning comparable programs in other states, (3) development of recommendations for improvements, (4) detailed analysis of historical and current workload, staffing, and staff productivity, (5) projection of future workload and staffing requirements. (6) preparation of a final study report suitable for submission to the Legislature, and (7) development of a Finance Letter to realign program funding allocations and authorized staffing levels. The Finance Letter was accepted by the Department of Finance for inclusion of the Governor's Proposed 2006/07 Budget with "hardly a question asked". Additionally, we completed a supplemental policy assessment of DMV's Driver Safety Program. Key components of this assessment included (1) identification and documentation of driver safety workload performed by other programs and/or divisions, (2) definition and documentation of business processes and performance improvements, (3) determination of associated implications on traffic safety, and (4) review and assessment of pending legislation (e.g., the Real ID Act) and significant Departmental projects (e.g., DL Contract, Biometrics, and Three Tier Driving Assessment) and evaluation of the impacts of associated changes on the Driver Safety Program and its effectiveness.
Services Performed: Program Planning and Evaluation, Organizational Alignment and Restructuring, Workload and Staffing Analysis, Business Process Reengineering, Budgeting and Accounting
During 2007, we completed a comprehensive assessment of the BOE's tax return processing business processes. The study scope included documentation and analysis of process flows for each business unit involved in return processing, including Mail Services, Cashiering, Data Entry, Data Management, Return Analysis, Local Revenue Allocation, and Taxpayer Records. A set of automated models was developed for use in determining current return processing workload, staffing, and costs by type of return for each business unit and for the BOE as a whole. The project scope encompassed more than 500 professional, technical, and clerical staff and nearly $34 million in annual operating costs (excluding $35 million of recurring IT expenditures) The results of the assessment are being used by the BOE to determine the impacts of increased e-filing on conventional paper return processing workload, staffing, and costs.
Services Performed: Workload and Staffing Analysis, Business Process Reengineering, Budgeting and Accounting