Debby Lu has over fifteen years of experience in managing and executing projects to improve government operations. She conducts business process reengineering, strategic planning, feasibility analysis, change management, performance measurement, activity based costing, program evaluation, budgeting, and systems integration projects using industry-proven methodologies. Her oral, written, and interpersonal communication skills have been honed by years of focus group facilitation, presentations before senior management and elected officials, and writing publicly issued reports. Ms. Lu completed a Master of Public Policy degree from the John F. Kennedy School of Government at Harvard University. She received a Bachelor of Arts degree, with distinction, in Political Science and Communication from Stanford University.

Recent State of California Consulting Engagements

• California Department of General Services (July 2008 – June 2009)
  Served as quality assurance consultant for an organizational assessment of the DGS Real Estate Services Division. Interviewed stakeholders and process customers and identified areas where organizational improvements could be implemented to enhance business process efficiency and effectiveness.

• California Department of Motor Vehicles (June 2007 – February 2008)
  Conducted a best practices review of other state motor vehicle administrators, federal government agencies, and business management research to identify improvements to DMV field office operations. Identified specific recommendations to enhance customer service, expedite workflows, and reduce issues associated with long wait times. Investigated current performance measures and analyzed gaps in customer service not well identified by existing performance measurement tools and systems. Recommended additional performance measures and targets to ensure better customer service and faster cycle time for field office processes.

• California Department of General Services (March – September 2006)
  Served as Project Lead documenting the business need for a commercial off-the-shelf e-Procurement tool to automate statewide competitive solicitations for goods and services (eRFx system). Identified areas where technology and organizational improvements could be implemented to enhance business process efficiency and effectiveness. This project was approved by the California Department of Finance in January 2007.

• California Department of Consumer Affairs (October-December 2005)
  Analyzed the business need for an iLicensing system to provide web-based licensure service for professionals regulated by the DCA. Identified areas where technology and organizational improvements could be implemented to enhance business process efficiency and effectiveness. This project was approved by the California Department of Finance in December 2005.

• California Department of Education, School and District Accountability Division (October 2004 – January 2005)
  Served as Team Lead for a Business Needs Assessment and a Feasibility Study Report for a new Integrated Monitoring Online System (IMOS) for the 26 categorical programs administered by the CDE to comply with federal No Child Left Behind and California Education Code requirements. Identified processes and functions that could be streamlined through an integrated online system to capture data related to educational program performance. Interviewed federal, state, and local officials to identify business needs and system functional requirements.

• California Department of Education, Nutrition Services Division (July – September 2004)
  Served as Team Lead of a Business Needs Assessment of the $1.2 billion program to provide healthful free and reduced meals to children and eligible adults in California. Identified processes and functions that could be made more efficient through an integrated system to manage eligibility, commodity distribution, billing and reimbursement. Interviewed CDE staff, statewide food policy advocates, officials from other state nutrition programs, and the federal government to identify business needs and system functional requirements for the proposed Child Nutrition Information and Payment System (CNIPS). The CNIPS feasibility study report was approved in April 2005.

• California Department of Education, Even Start Office (February – April 2004)
  Served as Project Manager of a Feasibility Study project to implement an automated data collection system to comply with the federal No Child Left Behind Act and enhance reporting and accountability for the William F. Goodling Even Start Family Literacy Program in California. Interviewed local family literacy organizations, other state Even Start programs, and information system vendors. Evaluated alternative solutions, developed recommendations, and produced two documents: the Business Needs Assessment Report and Feasibility Study Report.

• California Department of Consumer Affairs (May 2002 – March 2003)
  As Team Leader, responsible for leading teams of business process analysts, facilitating client focus groups, and developing process models, data models, and system requirements for the procurement of an enterprise-wide system to integrate licensing, examination, renewal, and enforcement functions for the 2.5 million licensees regulated by the Department. The proposed enterprise professional licensing and enforcement management system (PLEMS) would more effectively regulate 2.5 million licensees in California. The PLEMS feasibility study report was submitted to CA Department of Finance in February 2003.

• California Department of Transportation (Caltrans) (June – December 2003)
  Served as Team Lead on the IT Systems Inventory Study (ITSIS), as Phase 1 of Caltrans’ IT enterprise architecture initiative. Responsible for analyzing business processes to develop enterprise function hierarchy diagrams and process models for Caltrans. Cross-referenced existing systems to the business functions and core processes identified by the Study. (June – December 2003)

• Santa Clara Valley Water District (October 2005 – June 2006)
  Served as Team Lead for human resources and administration functions on a comprehensive performance audit of the District.

• California Joint Powers Insurance Authority (September 2005 – February 2006)
  Conducted a business process reengineering project on behalf of this 24-member agency that provides risk management and general liability, property, and workers’ compensation insurance coverage for 110 California local agencies.

• San Francisco Office of the Controller (October 2005 – November 2005)
  Drafted emergency operations plans for the activation and recovery of disaster response finance and administration functions.

• San Francisco Office of the Controller, Continuum of Care Study (March 2005 – June 2006)
  Conducted a comprehensive evaluation of the delivery of long-term health care services in the City and County of San Francisco. Identified opportunities for improving the San Francisco Department of Public Health’s delivery of health care at two public hospitals and through contracts with nonprofit agencies and private institutions. Responsible for developing recommendations and alternatives to improve the quality and availability of long-term care for the residents of San Francisco.

• San Francisco Office of the Controller, Payroll/Personnel Services Division (October 2003 – March 2004)
  Coordinated the planning and deployment of the PayStub Online (ePayroll) Project. Oversaw the project management and communications for the City’s ePayroll initiative, which involves transitioning the City’s 30,000 employees from paper direct deposit advices to an online system.

• San Francisco Office of the Controller, Payroll/Personnel Services Division (June 2003 – Ongoing)
  Developing business-critical documents (including contingency plans, procedures, policies, memoranda, and stakeholder communications) for this Division responsible for ensuring accurate and timely payroll services for the City and County’s 30,000 employees.

• San Francisco Office of the Controller, Audits Division (June 2003 – July 2006)
  Served as technical writer and editor responsible for drafting and finalizing performance and financial audit reports for publication. (June 2003 – July 2006)