Fresh Perspectives

Close Enough for Government Work

In my 36 years associated with governments, I’ve heard this said many times.  All too often, we accept this attitude as fact.  I believe that the general public has lost faith in government.

In my former position, CFO at a public career technical facility, we developed a culture of continuous improvement.  Continuous improvement is the basis for “Lean” and is generally something seen in private industry.  For many, the Toyota Production System, or TPS, best exemplifies continuous improvement in manufacturing.  This culture and associated methodologies also apply to knowledge work.

In schools and other governments, process discipline and continuous improvement can be engrained into areas such as budgeting, reporting, year-end reporting, bidding, record keeping and record retention to name just a few.  A few of the areas we addressed were:

• Procurement – Career and Technical Education (CTE) is delivered hands-on, meaning that an abundance of supplies and consumables are needed to deliver the education.  To address this, we mapped the process of procurement, addressed vendor payment methods and vendor relations, taking the time to evaluate how the parts fit into the whole.  The result?  A digital process that provided a 30% reduction in process redundancy.  Getting the materials in the hands of the students as quickly and efficiently as possible is the goal.  It has also helped cut spending.
• In Pennsylvania, school districts can utilize a depository consortium called the PA School District Liquid Asset Fund, or PSDLAF.  This fund streamlines the investment process for schools.  It also offers a “procurement” card which charges zero interest, and it actually pays a year-end premium based on its use.  We incorporated PSDLAF products into our school processes, making the processes highly efficient and as simple as possible.
• The budget-accounting-reporting-year-end closing financial process was viewed as a single process unit.  Doing so assured greater consistency, and helped make financial forecasts more accurate and reflective of reality.

Again, these are just a few of the areas where process discipline was applied. 

Let me make something clear; process discipline is not some impersonal system where the process takes precedence over people.  Process discipline can actually engage people in collaborative work.  Engaged people are effective people.  And at the end of the day, effective people are happier people.

As I’ve said before, continuous improvement isn’t a methodology, it is a culture.  When continuous improvement becomes part of the work, effectiveness soars.  Ideas become essential.  Searching for the “better way” happens on a daily basis.

In the end, “close enough for government work” doesn’t cut it!

Touchdowns and Home Runs

We Americans love our sports.  We love home runs, touchdown passes, shots from the top of the key, and Dale Earnhardt style passes in the grass.  It’s those big plays that get our attention.  But as many coaches will tell you, it isn’t always the big plays that win the game.  In any sport, winning requires factors like mastery of fundamentals, consistent execution of small plays and yes, patience.  Most coaches will tell you that they would rather coach people with workable egos coupled with the ability and willingness to master fundamentals; to master execution consistently over time.

There are parallels from sports to operating organizations.  While the media shines light on organizations that “took the big swing” and became successful, the majority of organizations become successful not because of the big swings, but because they pay attention to the increments.  They know that having a shared passion for a mission isn’t enough.  They know that daily, focused and consistent execution usually wins out.  They know that when they strive for continuous improvement, sustainable success is more likely.

Toyota Motor Corporation is a great example.  The Toyota Production System, or TPS, is grounded in innovation and mastery of process.  TPS isn’t some methodology that can be copied in other organizations; rather, it is a culture….a culture of unlimited ideas and flow of information.  It has carried Toyota through difficult times. 

Matthew E. May, Author of “The Laws of Subtraction”, talks about this in his Elegant Solutions Manifesto.  “Chasing perfection through relentless improvement builds the capability needed to achieve cross-company innovation. There’s no downside to growing a strong portfolio of small ideas. Dealing in smaller currency lets you experiment more, get results quicker, and learn faster.”

So if you want your organization to be successful over time, take Toyota’s lead.  Get good at the small stuff!

Information: Consumers and Direct Care Workers

I’m providing updates about the transition to Public Partnerships LLC for PA OLTL Waiver consumers as to the difficulties encountered by both consumers and DCW’s:

• I’ve been communicating with consumers and trying to get some answers for them.  The basic information and service plan data was uploaded to PPL by former providers.  In at least 2 cases, service plans were uploaded but somehow lost at PPL.  In these cases, a follow up by Service Coordinators or other people at the former providers were needed to ensure that both base information and service plans were correct at PPL.   Remember, even if you send paper timesheets, PPL handles the information digitally.
• My understanding is that some former providers had problems uploading consumer and DCW information profiles.  Also in some cases, the information they provided was inaccurate.  As much as some are looking to entirely blame PPL, the information provided to them must be accurate. 
• Given the timeframe for this transition, there were few countermeasures in place when problems inevitably occurred.  Department of Public Welfare, OLTL, is squarely responsible for poor transition planning.  Remember, these people are bureaucrats who are not well-versed in process planning, process mapping and error trapping/recovery.  They failed due to the rush to quickly transition consumers in a short time frame.
• I’ve heard reports that some former providers were not forthcoming with information needed for this transition.  It is of course inexcusable if providers intentionally tried to derail the transition process.   Because ultimately, the only people hurt by that activity is the consumer.  I sincerely hope this is not true!

Yes, this was done with very little consumer input; the transition was poorly planned; DPW set up the bid process so that providers that handle Service Coordination could not be awarded the work (they called it a conflict of interest).  All of this is very disturbing; consumers and DCW’s are justifiably angry. 

Many factors led to this crisis situation.  The initiators, Governor Corbett and Secretary Alexander must be held accountable! 

Please email me with information/suggestions/comments, or comment in Facebook.

mdsporer@empoweru1.com

.pdf version

Open Letter

An open letter to Pennsylvania Governor Tom Corbett and Secretary of Welfare Gary Alexander

January 21, 2013

I’m a person with a disability who was gainfully employed for the last 35 years.  I remain active in the community, serving on a non-profit board (NEPACIL) and advocating for other people with disabilities.  I have the ability to do so by virtue of several state and federal programs, the most essential of those being the ACT 150 Attendant Care Program.

In 2012, you made a decision to outsource payroll financial management services, reducing the providers from 37 to a single provider.  Public Partnerships LLC was awarded the contract for payroll services.  Rates for doing this work were reduced, and I believe your decision to outsource to a large firm was driven by economies of scale.  I did watch you, Secretary Alexander, provide testimony at the state Senate.   You made the distinction that this type of service is not “hands-on”; it provides paychecks to consumer attendants.  On the surface, that is reasonable.  However, please allow me this opportunity to apprise you as to how the mis-steps and lack of a gradual, systematic transition plan directly affects people with disabilities in a most personal way. 

By the way, I am one of the fortunate people whose direct care worker is being paid.  Due to my experience setting up, maintaining and operating similar processes, I was able to shepherd the process for my attendant.  My old provider, NEPACIL, was also very cooperative with PPL during this transition, so at least in my case, the information flow worked well.  I am one of the few, however, who were able to transition without interruption.

1. People with disabilities on these waiver programs depend on their direct care worker(s) for daily living activities.  When DCW’s don’t get paid, there is a real possibility that they will voluntarily quit.  This is potentially devastating to a person who depends on the care provided by their DCW.  Living with a disability is not easy, even under the best circumstances.  Please stop for a minute right now………think about how you would feel!   No amount of bureaucratic or corporate excuse serves to assuage the feelings of guilt, despair and downright fear you would feel in this situation.
2. The system seems to be set up best for those able to utilize the digital interface.  Many people with disabilities are NOT as fortunate as I am; they cannot use or afford the technology needed to shepherd the process as I did.  They must use the paper process.  
3. It seems apparent that Public Partnerships LLC was not prepared for the onslaught of 20,000 plus new consumers and even more attendants.  Consumers get to feel the frustration of unanswered calls, faxes and emails.   They get to feel powerless! 
4. This out-of-state vendor, PPL, does not seem to understand, even at a most basic level, the population they serve.  It seems they view this as a “job”, not a “mission”.

Gentlemen, don’t get the idea that I believe you are “evil”, or that your actions are cruel.  I know your intentions are to serve those who elected you, and we are all aware of the economics.  You are looking to provide the most service for the least money.   We all know that resources must be utilized to the fullest.  However, getting it right comes first.

This transition process was not adequately planned, and it was done much too abruptly.  Of course there will be problems with such an enormous transition, but problems on this scale are unacceptable! 

Your good intentions are admirable; your actions are not!  Take responsibility and fix it.

Michael D. Sporer

(570) 906-4573    mdsporer@empoweru1.com

.pdf Copy - Click Here

 

Transition to Public Partnerships LLC

Many consumers are having difficulties with PPL, and my understanding is that many attendants have not been paid.  I have been updating the NEPACIL Facebook status as things develop.

I just received this correspondence and wanted to pass it along.

Frequently Asked Questions

DPW Letter to Service Coordinators

Race to Nowhere

Last week, I watched the movie/documentary Race to Nowhere, The Dark Side of America's Achievement Culture.  The piece takes an honest look at the American school system driven by grades, standardized tests, and the undaunting pressure we place on our kids to "make the grade".  It talks about a culture where getting into a good college is the be-all end-all of achievment; anything less may be defined as failure.

One quote by a high school student said it all.  "You try to stuff as much information into your brain as possible, then as soon as you are done with it, out it goes".

The messages in this documentary give me hope for change.  Our assumptions are wrong, and a MAJOR change to the way we as a culture define American education is essential.

Success is not about accumulation of money.
Success has nothing to do with the size of your house or other material things.
Good grades don't necessarily lead to a good life.
Trophies and ribbons are not the real definition of success.
Many people considered successful were "C" students.  

Many of these false definitions of success are sensationalized in the media.  One educator reflected that the American school system is a "mile wide and an inch deep".  Yet, legislators and other non-educators keep pushing standardized testing as the means to positive change.  

Maybe we should ask teachers?

10 Things

1. Getting an “A” on a test isn’t an indicator of intelligence.  
2. Mastery is more about motivation than it is a test answer.
3. Life presents a continuous opportunity to learn. 
4. Your stuff won’t make you happy.  Giving of yourself will.
5. Challenge what you know and embrace what you don’t know.
6. Ask yourself what matters.  Do that!
7. If you find yourself asking if something is right, you already have the answer.
8. Even when you do your best, failure happens.  Learn and move on.
9. Guilt about the past serves no purpose.
10. There is a genuine you in there.  Find it, be it.

Undercover Boss

I started watching re-runs of "Undercover Boss".  Two things stick in my head;

1. Recognition is a very high priority for employees.  When employees feel sincerely appreciated, everyone wins. 
2. The show highlights the power of Genchi Genbutsu, which simply means "go look and see".  In lean manufacturing, it's called Going to the Gemba.  In simple terms, supervisors should never deal with problems from an ivory tower.  The best countermeasures to problems come when supervisors respectfully collaborate with employees.  

I enjoy the show......it uncovers the fact that too many CEO's are out of touch.  That doesn't cut it in today's business climate!

Vision

Time for a Change

I'm making some major changes to Fresh Perspectives blog.  I'm taking my own advice and will stop doing several things:

1. Allowing comments.  Comments can be posted on Facebook.
2. Posting large. Instead, posts will be short and (hopefully) informative to YOU.
3. Posting my opinion.  Instead, I will post things I've learned that just might help YOU.
4. Posting on Education Perspectives.  I've closed that blog.

I will be referencing these short blog entries on my business Facebook page.  Feel free to comment there.

"It's not about doing things better, it's about doing what matters better".....to quote myself.  I sincerely hope these changes matter to you.