During 1998, we performed a reengineering assessment of the Technology Services Section (TSS). The project scope encompassed about forty (40) positions providing a broad range of technology infrastructure support services to the FTB's Operations Branch. Core responsibilities included Procurement, Asset Management, Network Administration, Help Desk, Training, and Applications Development services. Organizational structure, staffing, business processes, and technology support systems issues were addressed. Subsequently, we were engaged to conduct a similar reengineering assessment for the Administrative Services Section. The project scope encompassed about twenty-five (25) positions providing Business Planning, Budget Development and Monitoring, and IT Project Fiscal Oversight support services to the FTB's Operations Branch.
Services Performed: Organizational Alignment and Restructuring, Workload and Staffing Analysis, Business Process Reengineering, Budgeting and Accounting
Beginning during 1998, we provided ongoing technical assistance to the Human Resources Division in planning and managing a portfolio of several dozen special projects involving classification and compensation, recruiting, human resources strategy development, staff development and retention, performance management, infrastructure development, and enterprise support.
Services Performed: Program Planning and Evaluation
During 1998, we were engaged to conduct an organization-wide assessment of all of the Technology and Resources Branch's products and services. Individual and small group interviews were conducted with representatives throughout the FTB to identify which Branch products and services were most in need of improvement. A prioritized list of improvement needs was developed to guide the Branch's continuous improvement efforts
Services Performed: Program Planning and Evaluation
During 1986, we completed an assessment of the Division of Farm and Home Purchases, the loan origination process, various loan servicing processes, and other related business processes. At the time, the Division was staffed by approximately 200 employees in a total of more than fifteen (15) different position classifications. The assessment was authorized because of the Legislature's concern over delays in processing of Cal-Vet loan applications. In addition to determining staffing requirements, the assessment included a review of business processes to determine how work could be performed more effectively and efficiently. This included assessment of the advantages and disadvantages of centralizing/decentralizing functions performed by headquarters and the eleven district offices. Also included was a review of Cal-Vet's use of private sector firms for credit checking, property appraisal, and other services. Results of the assessment contributed to a reduction in average loan origination turnaround times from more than 100 to fewer than 55 days.
Services Performed: Program Planning and Evaluation, Organizational Alignment and Restructuring, Workload and Staffing Analysis, Business Process Reengineering
During 1998, we provided assistance to OIS's management team in assessing a range of alternative strategies to improve the Office's support service delivery capabilities. These efforts ultimately resulted in a full merger of the 150-person OIS organization with the Department of General Services' Procurement Division. The entire project, from start-up through full implementation of the reorganization, was accomplished in less than six months.
Services Performed: Program Planning and Evaluation, Organizational Alignment and Restructuring