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Examples of Client Experiences

For the California Public Utilities Commission (CPUC), LRI worked with the five-member commission and the senior management team to implement a new system of governance for the organization, focusing on clarity of roles and accountability, and an integrated set of strategic directives, detailing the results that the CPUC wants to achieve in areas such as safety, consumer protection, and climate change.

For CalPERS, LRI provided executive coaching and team building. LRI’s work with the executive team focused on identifying 2-3 specific areas of development, tied to the overall performance goals, and providing coaching in leadership skills and strategies. This resulted in higher levels of management and communication throughout the agency.

For the California Victim Compensation Board (CalVCB), LRI facilitated the development of a strategic plan and implementation plan. We worked with the leadership team of the Board, including the executive officer and top deputies. The work also included training and coaching in decision making, delegation, and clarifying roles and responsibilities.

For California’s Department of Managed Health Care (DMHC), LRI facilitated the development of its strategic plan. This included interviews with key stakeholders and facilitating the work of a planning team composed of the executive director and deputies. The resulting product was a strategic plan with mission, core values, goals, objectives, and strategies. LRI also facilitated the development of an implementation plan – and provided coaching to senior managers in communication and leadership.

For California’s Department of Health Care Services (DHCS), LRI facilitated the development of a Leadership Academy to prepare up and coming leaders for higher level responsibilities. LRI provided the ongoing management of the Academy, including selection of faculty, development of curriculum, and the evaluation process. As a result, more than 300 managers learned the best practices in Medicaid management.

For the California State Auditor’s Office, LRI facilitated a strategic planning process to align its leaders and managers around a common mission, goals, objectives and related strategies. LRI also provided coaching to improve the leadership and management skills of managers in specific areas such as delegating, project management, and motivating people.

For the California Urban Forests Council, an environmental advocacy organization, LRI facilitated the development of a new governance structure that improved communication and leadership across the organization. This included working with the Board of Directors and the executive director, as well as working with an ad hoc committee. LRI facilitated meetings of the Board of Directors that resulted in the approval and implementation of the new strategic plan and governance structure.

For the Education and Environment Initiative (EEI), LRI led a collaboration composed of several non-profit organizations, CalEPA and the California Department of Education. LRI facilitated the development of a strategic plan that articulated mission, vision, and core values, along with goals, objectives, and action steps, all tied to a framework of performance measures. This plan guided the development and implementation of a curriculum on environmental education that was widely adopted in the K-12 system.

For Early Edge California, a California-based advocacy group, LRI facilitated a strategic planning process. LRI assisted with narrowing options, identifying key partners and their roles, and developing a strategic plan and action plan with key performance indicators. LRI also provided leadership coaching.

For the Governor’s Office of Business and Economic Development (GO-Biz), LRI facilitated a strategic planning process to articulate and align priorities, desired results, and performance metrics for all units and affiliated programs within the organization. The LRI team also facilitated units’ development of action plans that delineated the key actions, leads, and timeframes for achieving each desired result.

For the Health Care Reform Task Force, LRI facilitated the work of seven task forces, resulting in the development of a plan to guide California’s implementation of the Affordable Care Act. Led by the secretary of the California Health and Human Services Agency, task force members included many leaders of state agencies and departments. LRI’s facilitation resulted in a plan that guided the state’s successful efforts in implementing the Affordable Care Act.

For the M.I.N.D. Institute, LRI facilitated a process for the Board of Directors resulting in clarity about the Board’s governance role and responsibilities. LRI also facilitated the development of the institute’s strategic plan and fund development goals. LRI also provided coaching to the executive director and his team.

For the Sacramento Ballet, LRI worked with a planning team comprised of the artistic and executive directors and members of the Board’s executive committee to develop a new strategic plan, along with a performance scorecard and implementation plan. This process focused on new strategies for audience growth and fund-raising. LRI also worked with the Board of Directors to identify and document the Board’s decision-making responsibilities.

For the Sacramento Municipal Utility District (SMUD), LRI facilitated the development of a new governance framework and new governance policies for its elected Board of Directors. In addition, LRI facilitated the development of SMUD’s strategic directives. As a result, SMUD realized measurable gains in alignment and performance throughout the organization.

For the Sacramento Natural Foods Co-op, LRI worked with the Board of Directors and general manager to develop its strategic plan. This work included extensive surveying of the Co-op’s members via interviews, focus groups, and an online survey. The extensive engagement of the Co-op’s members, and the creation of a multi-stakeholder task force, resulted in a successful vote by the Board to approve the strategic plan and the implementation of key initiatives.

For Sacramento Regional Transit, LRI worked with the Board of Directors, the general manager, and the senior management team, as well as teams of managers and employees, to develop a strategic plan detailing the District’s growth plans. The strategic plan included a vision, five goal areas, and a performance scorecard.

For the University of Southern California, LRI led a team that facilitated the development of a strategic plan for its Division of Occupational Therapy and Occupational Science. LRI facilitated meetings of its management team, facilitated analyses of various funding sources and scenarios, analyzed the benefits of various strategic alternatives, and helped the team finalize its strategic plan. LRI then facilitated the implementation of several key initiatives in the plan.

For WellSpace Health, a federally qualified health care center (FQHC), LRI worked with the Board of Directors and senior management team. LRI facilitated a series of Board workshops to orient Board members to the habits of high performing boards. LRI then facilitated the development of four strategic focus areas. Once those were adopted by the Board, LRI worked with the CEO to refine those four focus areas into measures of success and action steps for implementation.

For the YMCA of Metropolitan Los Angeles, LRI worked with the CEO and executive team to develop a new strategic plan and governance model for the organization. LRI conducted a situation assessment that revealed the need for facilitated strategic planning discussions with the executive team and the Board of Directors. Subsequently, LRI facilitated the development of a strategic plan and implementation plan, along with a governance system that resulted in significant improvements in performance.