Kayla Leslie

2019-2020 Top Ten Priorities of State Chief Administrators

  • 24 May 2019
  • Author: Sarah Razor
  • Number of views: 406
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2019-2020 Top Ten Priorities of State Chief Administrators

NASCA conducts a survey of State Chief Administrators to identify and prioritize the policy and administrative priorities facing state government operations. The top ten priorities are identified and used as input for all NASCAs programs, planning for conference sessions, research and publications.

State Chief Administrators report their number one priority included driving change and innovation up from third in the previous year. This small but noticeable change from last year’s survey reflects the growing focus on operational excellence and transformation. The state CAO is viewed as the person able to provide an enterprise view of culture, digital modernization, and facilitate effective management.  

The members of NASCA reflect the cabinet level officials responsible for the operations of government, often including agencies such as facilities, purchasing, finance, IT, and HR. To increase the robustness and strategic alignment across government operations, NASCA reviewed peer state associations to inform the final top ten and subcomponents within each broad priority. Many of the final top ten items were from components of peer association’s Top Ten List. NASCA also conducted a private sector survey of their perception working with various states of trending priorities in state government operations.

 

Job One: Reimagine Today's State Government Workforce

  • 25 March 2019
  • Author: Kayla Leslie
  • Number of views: 3234
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Job One: Reimagine Today's State Government Workforce

State governments face growing challenges attracting, building and retaining critically important talent and workforce skills. New research from NASCA in collaboration with Accenture and NEOGOV with assistance from the National Association of State Personnel Executives (NASPE) suggests that as the public and private sectors battle for talent, government is falling too far behind in preparing for the workforce of the future.

Job One for states is to start rethinking their workforce. This report provides a roadmap and clear recommendations for state leaders, governors, and legislators as well as highlights leading state examples.  

State Chief Administrator's Guidebook on Transitions

  • 22 April 2019
  • Author: Kayla Leslie
  • Number of views: 259
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State Chief Administrator's Guidebook on Transitions

On behalf of NASCA, we are pleased to present The New State Chief Administrators Guidebook in partnership with Sid Johnson, former Commissioner of the Department of Administrative Services for the State of Georgia and faculty at the Carl Vinson School Institute of Government at the University of Georgia.

NASCA partnered with past chief administrators for advice and tactics for new public sector executives. While appointments take place all year long, a surge of new state
chief administrator and senior staff accepted the new role post the 2018 election in which thirty-six governors were recently elected or started second terms. In preparation, a NASCA Transition Taskforce led by former state chief administrators, Bob Blair, Director of the Department of Administrative Services in the State of Ohio and Bob Oglesby, Commissioner of General Services in the State of Tennessee, proposed a “Boot Camp” component for new government executives, as well as other resources to help in their transition.

This publication builds on multiple NASCA publications and resources and serves as a guidebook for the in-person Boot Camp curriculum at the 2019 Spring Conference. Additional materials are also available of the NASCA’s Transition webpage. We hope this publication provides useful insights for not only chief administrators but government managers and stakeholders.

The Art of Leading a State Agency

  • 22 April 2019
  • Author: Kayla Leslie
  • Number of views: 247
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The Art of Leading a State Agency

On behalf of NASCA, we are pleased to present The Art of Leading a State Government Agency by Paul Campbell, former Director of the Department of Central Management Services for the State of Illinois and ex-officio Executive Committee and Corporate Council Co-Chair of NASCA.

While appointments take place all year long, a surge of new state chief administrator and senior staff accepted the new role post the 2018 election in which thirty-six governors were recently elected or started second terms. In preparation, a NASCA Transition Taskforce led by former state chief administrators, Bob Blair, Director of the Department of Administrative Services in the State of Ohio and Bob Oglesby, Commissioner of General Services in the State of Tennessee, proposed a “Boot Camp” component for new government executives, as well as other resources to help in their transition.

This publication builds on multiple NASCA resources and the Boot Camp curriculum provided in person at the 2019 Spring Conference. Additional resources are also available on the NASCA’s Transition webpage. We hope this publication provides useful insights for not only chief administrators but government managers and stakeholders.

State Chief Administrator's Survey

  • 16 November 2018
  • Author: Kayla Leslie
  • Number of views: 600
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State Chief Administrator's Survey

The responsibilities of a State Chief Administrator (SCA) are numerous and varied –managing critical state functions, providing services and support to other agencies, navigating uncertain and challenging political environments, and competing with the private sector for talent. To meet these responsibilities, SCAs must develop and execute strategies that push their agencies to perform better, seek new and innovative methods and tools to meet their goals, and develop a culture that attracts and retains high-caliber talent. In order to help SCAs meet these challenges, the National Association of State Chief Administrators (NASCA) and McKinsey & Company partnered to survey and report on key issues affecting today’s SCAs. The survey gathered information on SCAs’ agency responsibilities, changes to funding, allocation of time, strategy development, priorities, and the challenges they face. The survey probed into procurement, digitization and automation, areas of interest to many SCAs.

NASCA Case Studies

  • 15 November 2018
  • Author: Kayla Leslie
  • Number of views: 560
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NASCA Case Studies

View all case studies from the NASCA Institute on Management and Leadership dating back to 2012. 

Relentlessly Engaged: The State of Michigan's Employee Survey and The Office of Performance and Transformation

  • 12 September 2018
  • Author: Kayla Leslie
  • Number of views: 616
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Relentlessly Engaged: The State of Michigan's Employee Survey and The Office of Performance and Transformation

On January 1, 2011, Rick Snyder was inaugurated as Governor of Michigan amid one of the starkest economic periods in state history. From 2000 to 2009, incomes in the state plummeted from being the 18th-highest in the country to 38th place, a decline that only a few states had experienced since the Great Depression. What’s more, in 2009, Michigan became the first state in 25 years to eclipse 15 percent unemployment. Finally, numerous companies and municipalities (including General Motors and Detroit) had declared or were on the brink of bankruptcy. For the Michigan economy, the 2000s were a “lost decade.”

Michigan’s economic woes had a pernicious impact on state employees. The loss of revenue resulted in the budget becoming “structurally broken,” forcing the state to implement “early outs” and furloughs and eliminate training. Thus, when Snyder declared that “The reinvention of Michigan must not leave anyone behind,” he was referring to not only the hundreds of thousands of Michiganders who had lost jobs but also the tens of thousands of state employees serving them.

The Perfect Storm: The State of Kansas Moves Its HR and Finance Systems to the Cloud

  • 12 September 2018
  • Author: Kayla Leslie
  • Number of views: 524
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The Perfect Storm: The State of Kansas Moves Its HR and Finance Systems to the Cloud

In 2015, the State of Kansas was scheduled to perform what was supposed to be a routine upgrade to the software that supported its accounting system. However, as the deadline approached, officials realized that the transition would be anything but ordinary. Instead, they recognized a set of challenges that created what Sarah Gigous, the Director of the Office of Systems Management in the Department of Administration (DOA), later described as “the perfect storm.” To begin with, they were struggling to recruit technical staff, resulting in the costly practice of retaining an on-site consultant. In addition, they were wrestling with how to replace aging infrastructure that supported the system, a thorny issue because the state’s Chief Information Technology Officer (CITO) was contemplating IT consolidations and did not want departments building costly new systems. Finally, DOA was operating in a constrained fiscal environment, meaning that they could not spend their way out of the problem. These difficulties came to a head when the CITO informed Jim Clark, then the Secretary of Administration, that “they just couldn’t provide us with the support we needed.” “Everything was happening at the same time,” Gigous said, “and we thought, ‘We’ve got to look outside the box and [see] what can we do?’”

Tennessee's Alternative Workplace Solutions Initiative

  • 11 October 2017
  • Author: Kayla Leslie
  • Number of views: 506
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Tennessee's Alternative Workplace Solutions Initiative

As the home of more than 2,100 state employees and a fixture on Nashville’s skyline, the William R. Snodgrass Tennessee Tower Complex (“Tennessee Tower”) is one of the State of Tennessee’s flagship facilities. Yet in 2011, when Governor Bill Haslam came into office, the 43-year-old building was a relic. Robert Oglesby, the Commissioner of the Department of General Services (DGS) reflected, “[It had] 70s color schemes, and people just showed up and went to work in their high-walled cubicles or offic es and didn’t interact, didn’t collaborate, [and] weren’t focused on anything other than just putting in their ti me and just doing what they were tasked to do.”

Six years later, the Tennessee Tower has undergone a metamorphosis. In lieu of drab colors, the facility has sleek, modern designs. The state has replaced high-walled cubicles with open, sun-drenched co-working spaces, replete with standing desks, whiteboards, and airy conference rooms. Most importantly, the revamped space has awakened a previously stagnant culture. “What we have now is the antithesis of the [old] work environment,” Oglesby observed. “Now, people work together to solve problems and create better solutions for the citizens.”

Consolidating Human Resources and Information Technology Services in the Commonwealth of Pennsylvania

  • 11 October 2017
  • Author: Kayla Leslie
  • Number of views: 505
  • 0 Comments
Consolidating Human Resources and Information Technology Services in the Commonwealth of Pennsylvania

In early January 2017, Pennsylvania Governor Tom Wolf sent a memo to his Cabinet announcing a dramatic change: over the next six months, the commonwealth would consolidate Human Resources (HR) and Information Technology (IT) under a shared services model.1 This would help offset a budget deficit of more than $600 million in the 2016-2017 fiscal year and an even larger anticipa ted deficit the following year.2 It also represented an opportunity to improve service over the long-term. Nonetheless, the pace of the move represented a significant challenge for Secretary of Administration Sharon Min nich, who had been tasked with leading the initiative. Dating back to the 1990s, Pennsylvania had taken in termittent steps toward HR and IT consolidation. Now, in just six months, Minnich and her colleagues would have to build on more than 20 years of work and develop a new model.

Thus, as Minnich and her team swung into action, they faced difficult questions. How would they manage the consolidation while maintaining normal operations? How would they balance the divergent needs of the IT and HR communities and different agencies? How should the consolidation be structured, governed, and measured Would they obtain the requisite savings without furloughs or layoffs? With Wolf up for reelection in fall 2018, would the change endure? Most fundamentally, could they make IT and HR more efficient and effective and in the process, improve the lives of Pennsylvanians for years to come?

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