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Abstract

In the summer of 1993, the Colorado Department of Revenue, in response to a directive by then Colorado Governor Roy Romer was faced with the following questions: How to transform a bureaucratic state agency into a customer- friendly' organization at a time when public confidence in the government is deteriorating? How to instill a work culture within the organization that encourages proactive change and improves transparency and accountability in our operations? How to reengineer work processes and antiquated systems in the department in a way that adds value to our constituents and improves employee retention? How to accomplish these changes within the budgetary, staff, and resource constraints set by the State Legislature? This article describes three projects that addressed these issues

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