We can't expect them to check their brains and those experiences when they go into a government office. They are going to have the same type of expectations.
And if government isn't technology enabled, it will constantly disappoint the public. And there is no reason why we can't enable these government operations.
GT: The American public seems to have changed its focus and is demanding better service, whether it's a faster renewal of a driver's license or access to entitlements. When and how did this focus change occur? How do you read this?
Woods: I think it's commercially driven. It's driven by the transformation that has taken place in American business, stimulated by international competition and competition within the country. American businesses pay more and more attention to what customers want and how to satisfy those customer needs.
Because you get the kind of service you do now in a department store, or from an L. L. Bean, your expectation of what kinds of services are available grows. And when one person walks across the street from a department store and goes into the federal office, they're not going to change those sets of expectations because it happens to be a government office. That is just not a reasonable thing for government to expect.
If Federal Express makes a commitment to deliver by 10:30 the next morning, why shouldn't government make a similar commitment? People have a right to expect that. I think it's all part of the competition that has taken place commercially that has driven this kind of expectation to a higher plane.
GT: Regarding making this kind of service delivery a reality, what is the administration's game plan?
Woods: The basic blueprint, as well as most of the points of departure for what we're doing, is contained in the report of the National Performance Review of the summer of 1993. That report contains over 300 specific recommendations to change government, to put customers first, to cut red tape, to empower employees and to cut back to basics.
The report asks for the creation of different committees or task forces needed to carry out all the recommendations that are in it. When the report was presented to the president, he said that every place in the report where it said "the president shall," the president said he would and he's lived up to that. We've had some legislative success also, and all together, we believe that about 90 percent of the recommendations that are in that report are in progress.
The total savings attributable to the recommendations in there account for over $60 billion, maybe more like $70 billion. In fact, the crime bill that was passed last year explicitly uses those savings to pay for its provisions.
We have committees on labor management partnership, procurement, civil service reform. And, of course, we have the GITS (government information technology services) working group. It's working to implement 13 basic recommendations that the National Performance Review had in the area of information technology.
GT: Can you give me the status of GITS and some details of its work?
Woods: GITS was created almost immediately following the September 1993 NPR release. We went through the process of assigning what we call champions from among the GITS members to each of the of the recommendations of the National Performance Review.
The GITS membership is drawn from among the major federal agencies with IT interests and support the recommendations in the report. The working teams go well beyond that, pulling in whoever is appropriate from all federal agencies to try to turn those NPR recommendations into reality. GITS really functions as an extension of the NPR.
GT: Can you tell me about some of the concrete results GITS has been responsible for developing?