Local Government Efficiency Program
Are you interested in making a positive process change in your organization to enhance services, create more streamlined procedures and complete work faster and more efficiently?
The Local Government Efficiency Program, (LGEP) sponsored by the Development Services Agency, in partnership with the Department of Administrative Services' Office of LeanOhio, is offering funding for local government entities to learn and apply Lean strategies to innovate, provide better service and save money.
Kent State University is pleased to be a provider of LeanOhio training for public entities' leaders and employees. We can serve as your expert resource as you deploy Lean continuous improvement approaches in your organization.
The Local Government Efficiency Program is the newest program to be funded through the State of Ohio's Local Government Innovation Fund. LGEP is offering grants and scholarships to local political jurisdictions for government-focused Lean training and support.
Process Improvement Grants
Up to $100,000 in grant funding is available for local governments to learn and use Lean Six Sigma to improve processes and make services simpler, faster, better and less costly. Grant funds will be awarded by the Local Government Innovation Council on a quarterly basis. With application deadlines in early June, September and December, the Council will approve grants and loans prior to the next funding deadline. View Additional Information
What is Lean?
Lean refers to a collection of principles and methods that focus on the identification and elimination of non-value-added activities (waste) in any process. Lean methods provide an alternative path to navigating tough budget pressures and customer service and responsiveness demands on public agencies.
Utilizing Lean in a public sector entity can:
- Eliminate or drastically reduce backlogs
- Reduce time to meet customer needs by more than 50 percent
- Decrease the complexity of processes and eliminate unneeded process steps
- Improve the quality and consistency of work products and activities
- Allocate more staff time to "mission critical" work
- Improve staff morale
Do You Qualify for Funding?
Political Subdivisions in the State of Ohio: For purposes of this program, "political subdivision" means a municipal corporation, township, county, school district or other body corporate and politic responsible for governmental activities in a geographic area smaller than that of the state, which includes, but is not limited to, the following entities: county government, a county hospital commission, a board of hospital commissioners appointed for a municipal hospital, a board of hospital trustees appointed for a municipal hospital, a regional planning commission, a county planning commission, a joint planning council, an interstate regional planning commission, a port authority, a regional council established by political subdivisions, an emergency planning district and a joint emergency planning district, a joint emergency medical services district, a fire and ambulance district, a joint interstate emergency planning district, a county solid waste management district and a joint solid waste management district, a community school, the county or counties served by a community-based correctional facility and program or a district community-based correctional facility and program, a community-based correctional facility and program or a district community-based correctional facility and program and the facility governing board of a community-based correctional facility and program or of a district community-based correctional facility and program. (Source)
State agencies in Ohio have made thousands of improvements to better serve their customers.
- SIMPLER. Kaizen teams rip through red tape. In FY2013, Kaizen teams cut an average of 56 percent of the steps in the processes they improved – resulting in far fewer handoffs, decision points, loopbacks and delays.
- FASTER. Kaizen teams made their processes twice as fast, from when a customer asks for a service to when that service is delivered – reducing process time by an amazing 53 percent on average.
- BETTER. By eliminating activities that don't add value, Kaizen teams have redirected more than 500,000 staff hours to higher-priority efforts that improve customer service. That's equivalent to 250 full-time employees made available for mission-critical work.
- LESS COSTLY. Saving money and making better use of taxpayer dollars are major priorities. In FY2013, the projected cost savings produced by Kaizen teams when their improvements are fully implemented exceeds $125 million. The return on investment for LeanOhio activities is greater than 40-to-1!