Client Experiences

  • Practice Area: Leadership Development

    For California’s Department of Health Care Services, LRI developed and implemented an in-depth leadership academy, designed to improve the capacity of managers to meet the increasingly challenging task of effectively and efficiently administering the Medi-Cal program. To date, nearly 300 participants have graduated from DHCS Academy.

    For California’s Department of Managed Health Care, LRI developed and implemented a custom-designed, comprehensive leadership program for managers, supervisors and key staff. The purpose of DMHC Academy is to increase the capacity of participants to implement critical policies and decisions related to managed care, taking into account DMHC’s legal framework, market influences, and emerging issues in managed health care.

    For Covered California, LRI developed a custom-designed leadership program intended to deepen the capacity of managers to successfully manage and lead the organization. Covered California Academy is designed to develop leaders who are well-prepared to achieve the mission, vision, values and strategic goals of Covered California and navigate the organization through the complex changes and challenges facing state health benefit exchanges.

    For California’s Victim Compensation Board, LRI developed leadership skills in four specific areas: 1) building trust; 2) working with different communication styles; 3) building effective teams; and 4) holding people accountable. Forty managers were divided into four “pods.” Each pod went through the workshops together, enabling them to build stronger cross-functional relationships while practicing and building these leadership competencies.

    For the Sacramento Area Flood Control Agency (SAFCA), LRI public sector consultants worked with the Board of Directors (composed of city and county elected officials) and executive team to develop and implement plans to strengthen the agency’s leadership. This included conducting a situation assessment, presenting recommendations to the Board, and facilitating agreements on expanding the composition of the leadership team and making other organizational improvements.

  • Practice Area: Strategic Planning

    For California’s Office of Emergency Services and the Victim Compensation Board, LRI facilitated a joint strategic planning process to identify ways that the agencies responsible for assisting victims of crime can better coordinate their efforts and make sure victims are able to access services. Working with a steering committee composed of leaders from the two agencies, we developed a strategic plan and segued into developing an implementation plan.

    For the California State Auditor, LRI facilitated the work of a planning committee to develop a three-year strategic plan for the organization. The planning process was designed to assure strong levels of engagement and communication across the organization – and included representatives from all levels and units of the organization.

    For the California Department of Education and the California Schools for the Deaf, and in partnership with SEIU Local 1000, LRI facilitated the work of a planning team to develop goals, objectives and action priorities to further improve the education of deaf and hard of hearing children.

    For California’s Department of Managed Health Care, LRI facilitated the development of its strategic plan. This included interviews with key stakeholders, focus groups and an online survey, 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, including year one priorities and action plans.

    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 University of Southern California, LRI 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 facilitated the development of six strategic focus areas. Once those were adopted by the Board, LRI worked with the CEO and executive team to refine those focus areas into measures of success and action steps for implementation.

    For the Sacramento Tree Foundation, LRI is currently facilitating the development of its strategic plan. This plan will include STF’s revised mission, vision, and core values as well as goals and strategies for the next three years.

    For California’s Autism Advisory Task Force, LRI public sector consultants facilitated a year-long process with 18 task force members to develop comprehensive policy recommendations for the behavioral health care of individuals with autism. Taskforce members represented the interests of advocates, health plans, the state government, and practitioners. LRI facilitated the drafting of a comprehensive framework of goals and policies – and used a combination of in-person meetings and an online survey and feedback system to develop consensus on more than 50 policy recommendations that were forwarded to the Administration and Legislature.

  • Practice Area: Board Development

    For the Omaha Public Power District, LRI facilitated the development of a new governance framework and system for its elected Board of Directors. The resulting set of governing policies helped build tighter levels of alignment across the organization – and greater clarity of the respective decision-making authority of the Board and the CEO and executive team.

    For the California Alliance for Arts Education, an advocacy organization, LRI worked with the Board of Directors to define a new governance structure. As part of that process, LRI facilitated discussions about strategies to build stronger coalition partnerships. This resulted in the implementation of a new governance structure that featured a Policy Council representing 40 coalition partners. LRI’s work included facilitating specific decisions about the roles and responsibilities of Board members, the Policy Council, and the executive director.

    For the California State Retirees, an organization of retired state employees, LRI facilitated two workshops to engage board members in a discussion of best practices of effective boards. This resulted in the adoption of five core principles of board governance.  Subsequently, LRI facilitated the Board’s development of new roles and responsibilities for directors, staff, committee chairs, and local chapter leaders.

    For the California Public Utilities Commission (CPUC), LRI public sector consultants 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.

  • Practice Areas: Organizational Development and Process Improvement

    For the Sacramento Municipal Utility District (SMUD), LRI facilitated the monitoring of its governance framework and governance policies for its Board of Directors. As a result, SMUD realized measurable gains in alignment and performance throughout the organization.

    For the California Air Resources Board, LRI is currently facilitating the development of performance measures and a performance dashboard.

    For California’s Department of Managed Health Care, LRI facilitated the development of performance metrics for each office – as well as a process for monitoring and measuring the successful implementation of its strategic initiatives.

    For California’s Department of Managed Health Care, LRI provided facilitation and consulting services in core process improvement. LRI initially worked with DMHC’s senior leaders to design an overall framework for process improvement as a foundation for facilitating business process redesign efforts for various branches of the Department.

LRI Consulting Team

Eric Douglas headshot

Eric Douglas

Consultant and Founder

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Karin Bloomer

Senior Consultant

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Marcia Tennyson

Senior Consultant

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Marian Mulkey

Senior Consultant

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Roseanne Lopez

Senior Consultant

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Bill Slaton

Senior Consultant

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Carrie Beam

Senior Consultant

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Kathrin M. Wyss

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Kari Riley

Associate Consultant

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