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Yale School of Management October 29-31, 2007

Yale School of Management October 29-31, 2007. Opening Remarks. Tom Woods Sr. Associate, Casey Strategic Consulting Group (Annie E. Casey Foundation). Achieving Consumer Centered Connected Health and Human Services. Jim Simon General Manager, Microsoft Institute for

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Yale School of Management October 29-31, 2007

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  1. Yale School of ManagementOctober 29-31, 2007

  2. Opening Remarks Tom Woods Sr. Associate, Casey Strategic Consulting Group (Annie E. Casey Foundation)

  3. Achieving Consumer Centered Connected Health and Human Services Jim Simon General Manager, Microsoft Institute for Advanced Technology in Governments Bill O’Leary Director of Health and Human Services, Microsoft

  4. 30-Minute Break

  5. Interoperable Panel Case StudiesAllegheny County, PA Marc Cherna Director, Allegheny County Human Services Administration

  6. Interoperable Panel Case StudiesAlabama Catherine Crabtree Senior Consultant to Alabama Department of Finance

  7. ALABAMA'S CAMELLIA 2 PROJECT Interoperable Panel Case Study Catherine Crabtree October 30, 2007

  8. The Challenges • Disparate systems unfriendly to clients • Complicated eligibility processes • Increasing federal reporting requirements & expectations • Shrinking dollars Interoperable Panel Case Study Catherine Crabtree October 30, 2007

  9. Project Goals • To better integrate state services around families • To help build resources and capabilities that are shared by programs • To improve family interactions with the state Interoperable Panel Case Study Catherine Crabtree October 30, 2007

  10. Project Parameters • What we DID NOT want: * Large-scale reorganization of services * A major “rip and replace” of already existing & expensive technology investments Interoperable Panel Case Study Catherine Crabtree October 30, 2007

  11. Project Parameters • What we DID want: * Coordination of services across agencies * An iterative process to provide an early success experience for clients & staff * A realistic and practical approach Interoperable Panel Case Study Catherine Crabtree October 30, 2007

  12. Project Parameters • What we DID want: * The ability to implement change over time * The ability to leverage assets & revenues * A federal partnership throughout the process Interoperable Panel Case Study Catherine Crabtree October 30, 2007

  13. Initial Steps • Project organization * Are there enough people to do the work? * Do they have the resources they need to get the work done? * Do they know how to use the tools needed to do the work? * Is the proper leadership in place to guide the project? Interoperable Panel Case Study Catherine Crabtree October 30, 2007

  14. Initial Steps • Internal identification of strengths & weaknesses • Identification of risks & possible solutions Interoperable Panel Case Study Catherine Crabtree October 30, 2007

  15. Initial Steps • Project Funding * Phase 1 * Phase 2 * The Hereafter phases * Recurring Cost Interoperable Panel Case Study Catherine Crabtree October 30, 2007

  16. Proposed Project Schedule * Targeted start date December 1 * Phases 1 & 2 projected completion by December 2009 Interoperable Panel Case Study Catherine Crabtree October 30, 2007

  17. Current Status * Completing necessary written documents * Identifying and meeting with project staff from agencies * Formalizing budget documents * Forming steering committee Interoperable Panel Case Study Catherine Crabtree October 30, 2007

  18. ALABAMA'S CAMELLIA 2 PROJECT Interoperable Panel Case Study Catherine Crabtree October 30, 2007

  19. Interoperable Panel Case StudiesNew York State Gerry Pape Executive Vice President, Stewards of Change Gladys Carrion Commissioner, New York State Office of Children and Family Services Melodie Mayberry-Stewart Chief Information Officer, New York State Office of Children and Family Services

  20. Interoperable Panel Case StudiesPrivate Provider Interoperability Vernon Brown, Chairman, AltruIT and CEO, Aspiranet Jim Purcell Executive Director, Council of Family and Child Caring Agencies Floyd Alwon Vice President, Consultation, Research and Training, Child Welfare League of America

  21. About AltruIT • Incorporated in 2003 as Nonprofit • Mission: Support social change by providing top-tier IT services to the non-profit community • Products and Services: AltruIT/Options and IT outsourcing

  22. Options/NY Project Options/NY supplements Connections functionality Options/NY utilizes existing Connections data via daily data import

  23. Options/NY & CONX Integration

  24. Integration Issues • Bidirectional integration critical • Legacy technologies inhibit innovation • Interoperable architectures and systems key to future success

  25. LUNCH

  26. The Promise of InterOptimability™: A Consumer Centric Future Michael Smith Co-Founders Stewards of Change

  27. Tuesday 2:00 – 2:30 (1) What is your overall reaction to InterOptimability™ as a model? • Relative to consumers, staff and managers • As related to departmental service silos and across public and private service delivery system

  28. Tuesday 2:00 – 2:30 (2) Have we captured all the drivers of change? (List each on flip charts at table) • What drivers of change are missing? • Is there a priority order of importance among the drivers? • Is there a particular sequence for addressing each driver?

  29. Tuesday 2:30 – 3:00 Large Group Debrief Based upon your discussion, what is the most important thing you want the group to know about?

  30. Tuesday 2:45 – 3:30 • Creating a Consumer-centric Focus • Bridging and integrating Service Silos • Building Open and Inclusive Processes • Managing Confidentiality • Developing Responsive Performance Management Systems • Redesigning Workflow and Training • Interoperable Technology Framework

  31. 30-Minute Break

  32. Executive Management Entrepreneurship & Leadership Institute (EMELI) Overview and Feedback Sharon Oster Professor of Management & Entrepreneurship & Director, Program on Social Enterprise Stewards of Change Team

  33. OLD VERSION *** UPDATE WITH V2The Executive Management, Entrepreneurship and Leadership Institute For Child Welfare (EMELI) Sponsored by:The Stewards of Changein collaboration with Yale School of Managementand The Annie E. Casey Foundation

  34. Group Activities(dinner on your own)

  35. Gretchen Materials

  36. Monday 2:15 - 2:45 Wrong place “I came in thinking… And now I’m thinking…” New and/or surprising ideas? Early insights?

  37. Monday 4:15 - 5:00 wrong place • What did you hear from other sectors that could matter to child welfare and human services? • What could you do differently to enable transfer of learning to human services from private sector or other government sectors?

  38. Overnight Thinking “…deeply embedding an interoperable vision within human services organizations remains one of the most challenging but meaningful tasks for today’s leaders.”

  39. MACRO FLOW - WEDNESDAY Instructions are given to the large group to set context 10:30-10:45 Rotation 1: 10:45-11:30 Exploratory Conversation Coalescing around a Common Vision Rotation 2: 11:30-12:15 Exploratory Conversation Coalescing around a Common Vision Final Rotation (Working Lunch): 12:15-1:15 Exploratory Conversation Coalescing around a Common Vision Break and Gallery Walk 1:15-2:00

  40. First Rotation (10:45 – 11:30) • “Visioning Board” • Groups 1 - 3 • “Small Group Discussions” • Groups 4 - 9 All groups will be facilitated Use templates provided to answer questions

  41. Core Driver: "We are operating with a consumer-centric focus." • How are consumers experiencing the new consumer – centric model? • How are policy makers and the workforce experiencing the new consumer – centric model? • What are the implications, challenges and opportunities of adopting a consumer centric focus for human services? Core Driver : “We have bridged and integrated service silos” • How has the "business model" of human services changed? • What has leadership done to make this happen? • How have changes affected the reorganization of public and private service delivery "chains" and across departments?

  42. Second Rotation (11:30 – 12:15) • “Visioning Board” • Groups 4 - 6 • “Small Group Discussions” • Groups 1 - 3 and 7 - 9 All groups will be facilitated Use templates provided to answer questions

  43. Core Driver: "We are known for our open and inclusive processes." • How are we communicating to the public and legislatures our successes and challenges relative to our stated vision? • How are consumers accessing and using the system? • What new private and public partnerships have been created? Core Driver: “We have successfully managed the complex issues around confidentiality.” • How have our laws, regulations, systems and processes adapted? • What are your consumers experiencing? • How are we sharing information across service sectors?

  44. Third Rotation (12:15 – 1:15) Working Lunch • “Visioning Board” • Groups 7 - 9 • “Small Group Discussions” • Groups 1 – 6 All groups will be facilitated Use templates provided to answer questions

  45. Core Driver: "Our performance management systems are responsive and aligned with our goals." • How are we assessing consumers and staff differently? • What new tools are we using to assess and manage performance? • How do we reward performance based on outcomes? Core Driver: “We have reinvented our workflow and training processes.” • How has workflow and training been redesigned to take advantage of interoperable technologies? • How are work groups been redefined to utilize the skill sets of both "generalists" and "specialists" in human services? • How has value based leadership created a new vision of a consumer centric service delivery system?

  46. Gallery Walk 1:15 – 2:00 • Walk the vision and post your comments • Personal break • Back in room at 1:45 • Sit at new table with new people • Discussion 1:45 – 2:00

  47. Action Planning 2:00 – 2:45 • Appoint a scribe at each table • Discuss following questions Small Group Discussion • When you look at the vision of InterOptimability:Human Services 2.0 and the “call to action” within each driver: • What are you passionate about making happen? • How should this group continue to pursue these goals? • What role, activities and actions should SOC play in supporting the vision? • How are you going to prepare yourself and your organization for an InterOptimal future?

  48. Large Group Debrief 2:45 – 3:00 • Desired Actions • Commitments for Next Steps • Insights

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