| Kansas Department of Revenue
Scope of Work:
KDOR's
leadership realized that achieving their vision would require
fundamental change in both the work processes and the workplace
culture of the Department. They
decided the work processes required a comprehensive re-engineering of
KDOR’s technology and systems, both because they were antiquated and
because they were originally designed to meet the requirements of tax
regulations and enforcement, rather than being customer-focused. KDOR’s leadership also decided, unlike many organizations
that have undertaken re-engineering that, because the vision is
counterculture, it could not be achieved through technology and system
changes alone. They
recognized that a majority of re-engineering efforts have failed,
almost always because of a failure to integrate culture change and
other human resource issues with the plans for high-performing
technology and systems. They
also realized that the principles of Quality Management embodied much
of the desired future culture that would enable achievement of the
vision.
As
a result, KDOR solicited competitive bids for Project
2000, and encouraged contractors to develop partnerships that
could create a comprehensive, compelling approach to transforming KDOR,
and that could demonstrate proven effectiveness in all three areas of
people, technology and systems. Sterling
Institute partnered with American Management Systems (AMS), because
our experience and capabilities in public sector organization
development, Quality Management implementation, and culture change
complement AMS’ strengths in information systems and technology.
Accomplishments:
Sterling
Institute’s role and responsibilities largely involved organization
development initiatives. Specifically,
the desired outcomes of our efforts were to:
1)
help clarify, cascade and build alignment with KDOR’s vision
and desired future state;
2)
increase readiness for change;
3)
assess current management practices and analyze the gap between
current practices and those needed
to achieve the vision;
4)
design and begin to implement the programs and systems that
accelerate employee development and promote the desired culture
change, especially those that serve to create a continuous improvement
environment; and
5)
assure “knowledge transfer” to KDOR personnel so that KDOR
developed long-term self sufficiency in organizational assessment and
program implementation.
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