Operational Maturity in State Government Provides a best practice framework for state governments committed to improving results at every level of the organization through three progressive levels of operating maturity. Model Background ~ The Operational Maturity in State Government Model was developed by John M. Bernard based on work with seven states and over 100 state agencies. The model addresses the challenge that operational advances from one administration to the next often lack stickiness, creating a yo-yo effect that retards natural organizational maturation and slows the rate of overall improvement in efficiency and effectiveness. Every eight years a shuffle occurs in most state capitals that often wreaks havoc on state operations. ^^ Submitter's Note: This StratML rendition was compiled from the source by Claude.ai and lightly edited in the form at https://stratml.us/forms/Claude/Part1.html John M. Bernard Consulting JMB a773ff6d-7099-4d55-9c4f-fc19f5ba40ca Provides advisory services for state government operational excellence and results-driven management. State Governors Make primary decisions for implementing operational maturity frameworks. State Agency Leaders Implement results-driven practices as department heads and agency directors. State Employees Execute operational improvements as frontline staff and managers. Citizens and Communities Benefit from and participate in government services as residents and community partners. Achieve Level Three government where states transform lives through prevention and detection using evidence-based practices and community partnerships to address root causes of social challenges. 64906fa9-8307-4e9c-acaa-7f07d0cf2ddc To help state governments evolve through three levels of operational maturity by providing a comprehensive framework of best practices that align direction, establish shared philosophy, ensure disciplined execution, and deliver transformative results. 225541eb-8950-4b1a-ab33-41e3e53fd51a Diversity and Inclusion Respect and embrace all people of every race, background, ethnicity, gender, sexual orientation, ability, experience, and status. Customer Focus See those we serve as our customers and drive operations accordingly. Process Excellence Take a process view and develop skills in process improvement. Applied Learning Commit to applied learning that brings knowledge to the point of action. Positive Accountability Embrace accountability as a positive framework for understanding expectations and seeking help. Data-Driven Decisions Use data and analytics to drive decisions and inspire action. Benchmarking Excellence Benchmark the world to learn what works rather than reinventing solutions. Behavioral Modeling Model behaviors that teach those we serve through leadership commitment to best practices. Right Action Focus Focus on doing what is right rather than proving we are right. Level One Transition Transition state operations from reactive crisis management characterized by stimulus-response patterns to proactive strategic management. e73758d4-44e2-4b2c-9ad7-ea553478f36f 1 Level One Characteristics Level One - Reaction Driven operations are driven by crisis, problem, or the issue of the day. Desired Result: Problem goes away. Focus: Make it go away as quickly as possible. What Drives Action: An event, a problem, an unfortunate quote, a legislative hearing, an incident, an arrest, a death or disaster. Who Drives: Special interest, whistle-blowers, single-issue legislators, watchdogs, the media. Hallmarks: Surprise, denial, blame, panic, hoping it will go away, fear, scapegoating. This is the lowest possible level of functioning in government where operations are held together by the sheer will and force of public servants. Results-Driven Operations Establish results-driven government operations focused on achieving targeted specific outcomes driven by the Governor's goals and measurable improvement targets. 23ecc5be-249f-4848-b5cd-5bd4468c7e9d 2 Level Two Characteristics Level Two - Results Driven operations are driven by the Governor's goals and specific measurable targets of improvement. Desired Result: Results get better. Focus: Drive improvement through collaboration, data, process improvement and inclusion of every employee in the work. What Drives Action: A plan turned into measures with improvement targets; quarterly target reviews; process to manage emerging issues. Who Drives: The Governor and state agency leaders. Hallmarks: Application of business concepts such as Lean, customer focus, and scorecards. Leadership Front Learners Lead actively and visibly from the front while acknowledging that leaders are learners who set the tone and pace. af71b0df-54ca-4a38-b0bf-3f28c4e204c0 1 Leadership Foundation Leaders are active and visible in the effort; they set the tone and the pace, and they acknowledge they are learners, too. This creates the foundation for organizational learning and continuous improvement. Governor Goals Measures Establish clear written goals that are visible and well known with measures designed to gauge progress. 68a8dbda-1c38-40ac-8074-01b3b807519c 2 Goal Clarity The Governor has written goals that are visible and well known; the goals have measures designed to gauge progress. This provides direction for the entire state organization. Department Goal Alignment Cascade the Governor's goals and outcome measures into departments to create clear connections between state and department priorities. 76c20817-02ef-4635-8aec-7d0f84024aed 3 Cascading Alignment Departments have cascaded the Governor's goals and outcome measures into their department, making a clear connection between the two. This ensures organizational coherence. Employee Goal Connection Enable employees to understand the processes they own and maintain measures that flow up to the Governor's and department's goals. 85ded94c-2f98-4c59-96be-ca6f27487b73 4 Employee Engagement Employees understand the processes they own and have measures that flow up to the Governor's and department's goals. This creates meaning and engagement in daily work. Community Partnership Alignment Align goals with community priorities and engage community partners to transform people's lives beyond what government can accomplish alone. 4201a1b0-0f03-424c-9877-bcb27f1997b5 5 Community Engagement We know government can't do it all, so we engage and partner with our communities to transform people's lives. This recognizes the essential role of community in achieving social good. Customer-Driven Service Examine everything through the eyes of those we serve while seeking to better meet their needs. 35ddfb37-06df-4e31-aca1-2902278bb2d9 6 Customer Perspective We look at everything we do through the eyes of those we are supposed to serve, seeking to better meet their needs. This shifts focus from bureaucratic efficiency to citizen experience. Process View and Skills Develop skills in process improvement while seeing all work as a process that provides useful logic for understanding how things get done. ea56d9c4-11d6-4ce4-b2aa-930d2cac3e2d 7 Process Thinking We see all work as a process because that framework provides a useful logic for understanding how things get done. Process improvement is one of two essential skills often in short supply in state government, along with project management. Applied Learning Practice Bring learning to the point of action by teaching people just as they need the knowledge and skill. f30f8655-d31a-4646-a80f-03501f149a72 8 Just-in-Time Learning There is much to learn, but we bring learning to the point of action, teaching people just as they need the knowledge and skill. This maximizes retention and application. Accountability Framework Understand individual responsibilities while creating safety for employees to acknowledge when help is needed. 1f013113-9c30-41a2-bba3-dd6b53173b5a 9 Positive Accountability We understand our part of what needs to get done, know what is expected of us and feel safe to say we need help. This creates a culture where accountability is constructive rather than punitive. Data-Driven Decision Making Seek facts to identify root causes, discover opportunities, and implement solutions that evidence shows will work. d444bb37-c0ca-43f2-bf59-e594303907cc 10 Fact-Based Management We seek facts, look for root cause, discover opportunities and implement solutions facts show will work. This replaces anecdote-driven decision making with evidence-based management. Best Practice Benchmarking Identify proven effective solutions by benchmarking what has worked elsewhere rather than reinventing locally. a5f07eb8-e255-46b1-8225-b87a156253b1 11 Learning from Others Every problem we face someone has solved, so we look for what has proven effective. This ends the costly practice of 'inventing it here' when proven solutions already exist. Behavioral Role Modeling Demonstrate commitment to best practices through leadership actions that teach those we serve. ad16857b-4328-42b5-bc06-d5cb44f4afe1 12 Leadership as Teaching In all we as leaders do, we act out of our commitment to these best practices. Leaders model the behaviors they want to see throughout the organization and in those served. Right Action Orientation Focus on doing what is right while accepting that innovation begins with learning from others rather than being the source of solutions. 0d1304e4-26f3-4d71-8361-57da7aee0602 13 Humility and Innovation We no longer need to be the source of solutions; innovation begins with learning from others. This represents a fundamental shift from ego-driven to evidence-driven innovation. Transparent Scorecard Management Use current, accessible scorecards at every organizational level to run operations with results displayed and easy to find. 1ff7103b-2acf-4b9f-b791-05954ecef12b 14 Scorecard Discipline At every level of the organization we use our scorecard to run operations; results are displayed and easy to find. This creates transparency and enables data-driven management. Scheduled Progress Reviews Check progress on a scheduled basis and take action on results that fall short of targets. b18fc15d-d62b-45ae-a8ba-4f0ebffeb158 15 Business Review Discipline We stop to check progress on a scheduled basis, and take action on results that are short of targets. Regular review cycles prevent drift and ensure accountability for results. Solution Validation Controls Validate the efficacy of deployed solutions and implement controls to hold gains. 218629bd-7545-4a7b-bafc-4ee9a70f6212 16 Holding Gains Whatever we deploy, we have the discipline to implement controls. This prevents backsliding and ensures improvements are sustained over time. Cross-Agency Problem Solving Build capability to assemble teams that solve complex, multi-departmental problems and deliver breakthrough results. 09927a39-c0c5-450e-937c-78f0e64af63f 17 Breaking Down Silos We have the capability to put teams together that can and do solve complex, multi-departmental problems. This addresses the reality that the most important challenges don't respect organizational boundaries. Social Good-Driven Government Advance to social good-driven operations that collaborate with stakeholders, benchmark best practices, and validate approaches that detect and prevent complex social problems through evidence-based solutions. 134d209f-2dca-4da0-9ef5-b0130978f28f 3 Level Three Characteristics Level Three - Social Good Driven operations are driven by the practical understanding that our society thrives to the degree our people thrive. Desired Result: Citizens are healthy and they thrive socially and economically. Focus: Use facts to find root causes of human struggle; engage community; find and deploy evidence-based solutions. What Drives Action: Strategy to seek out root causes of human harm, identification of targets, insights from best practices. Who Drives: Needs of citizens, prioritized by the Governor working with stakeholders. Hallmarks: End of the need to 'invent it here,' prevention and early detection. Comprehensive Results Improvement Achieve long-term trends of improvement across scorecards at every level of the state organization. 8f7c25fb-391d-4504-8970-c2661942344a 18 Systemic Improvement Scorecards at every level of the state show a long-term trend of improvement. This demonstrates that the culture of continuous improvement has become embedded throughout the organization. Life Transformation Prevention Transform lives through prevention and early detection using understanding of adverse childhood events and evidence-based practices to minimize negative impacts on citizens' lives. abb4c6b8-2c91-467f-8bca-7e9ffc080af0 19 Prevention and Detection We move upstream to understand root causes, prevent problems where possible, and detect and intervene early when prevention fails. Level Three work seeks to understand, identify and effectively intervene at or before the point of inflection - where people's lives get knocked off course. Evidence-Based Solution Deployment Use data and analytics to understand root causes, engage communities in addressing complex social change, benchmark proven solutions, and deploy evidence-based practices validated with facts. 539e7ece-6aeb-4edd-819f-04d28e0f391a 20 Cycle of Social Change The breakthrough cycle for social change includes: 1) Use data and analytics to understand root causes, 2) Engage the community, 3) Benchmark programs that have solved the problem, 4) Develop approaches to prevent or detect and intervene early, 5) Implement solutions, 6) Validate efficacy with facts, 7) Use control measures to hold gains. This systematic approach moves from intervention to early detection to prevention. 2014-01-01 2026-02-15 https://johnmbernard.com/white-papers/ Owen Ambur Owen.Ambur@verizon.net