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Transforming your government healthcare agency through leadership training: A business analysis approach

09.07.17

The Merriam-Webster Dictionary defines leadership as having the capacity to lead. Though modest in theory, the concept of leadership permeates all industries and is a building block for every organization’s success. Too often, however, organizations fail to invest in leadership training.

This is especially true of government healthcare agencies that often fill managerial roles by internal promotion based on skill sets and experience, rather than leadership ability. Largely due to the nature of the healthcare industry where technical aptitude is valued highly, this is not surprising. Often the leaders with the capability to engage employees, encourage quality performance, and drive change are not promoted. Because these leadership qualities are essential to organizational transformation, providing comprehensive leadership training to both clinical and administrative staff is crucial for organizational success in the healthcare field. This is where business analysis can help.

Business analysis, or the practice of enabling change in an organization by defining needs and recommending solutions, can help customize training programs for your organization’s current needs and future goals. Here are a few ways elements of business analysis can be used to analyze your organization for leadership development needs:

  1. Elicitation and Collaboration: the process of obtaining and reviewing information from stakeholders and other sources. This step confirms the need for leadership training as a project requirement, and provides insight into specific areas where supervisors lack proficiency. Though the process is ongoing, it is especially important to confirm specific training needs at the onset of a project.

    Methods such as document analysis, mind mapping, focus groups, surveys, and observation help properly elicit information from stakeholders. Gathering important information at the project start can help you create a tailored leadership training approach. For example, if separate competency deficiencies are discovered between clinical and administrative staff, variations of the training program can be implemented to fit organizational need. 
  1. Requirements Life Cycle Management: the supervision of the strategy, from project inception to completion. This ongoing process traces the relationships between the training program and all other elements of the organizational transformation. Through techniques such as process and scope modeling, it provides ongoing improvement of training throughout the project’s life cycle. Additionally, it confirms with stakeholders that the training is on track.
     
  2. Strategy Analysis: the study of how a leadership development program will enhance your organization’s existing needs and future goals. Analyzing current and future environments can reveal how to integrate the leadership training program into your organization’s strategic plan. This process helps uncover any associated risks, which then drive your change management strategy. This ensures smooth incorporation of the training program, using techniques such as business capability analysis, prototyping, and root-cause analysis.
     
  3. Requirements Analysis and Design Definition: the creation of a leadership training strategy. Known in the industry as RADD, this multi-tiered process focuses on determining strategy. It includes:
  • Verifying specific requirements the program should meet
  • Ensuring all requirements collectively support one another
  • Creating and comparing multiple leadership training options

Once RADD is complete, you can determine the best option and move forward with a personalized leadership training program for your organization. Approaches that can help with this complex process include (but are not limited to): risk analysis, surveys, organizational modeling, workshops, and assessment of Key Performance Indicators (KPIs).

  1. Solution Evaluation: the method used to assess overall performance and value in order to optimize the leadership training program. This process involves measuring and analyzing current performance indicators, identifying barriers, and recommending plans of action to enhance the program, if necessary. It’s important to get feedback from staff and stakeholders during this process to define various strengths and gaps in the current program.

These business analysis elements can work together to develop leadership capacity during organizational transformation, resulting in supervisors who can engage employees, encourage quality performance, and drive change. Especially in the health sector, where the regulations are heavy and the stakes are high, having supervisors with this capacity is immensely important. Inspired leaders can truly transform an organization, as inspired leaders drive inspired organizations.

Once you implement a customized approach, not only will “leadership” go from a buzzword to a valued organization standard, but trained leaders will become the central support system as you move into the future and continue to provide for the health of your customers.

Modernization means different things to different people—especially in the context of state government. For some, it is the cause of a messy chain reaction that ends (at best) in frustration and inefficiency. For others, it is the beneficial effect of a thoughtful and well-planned series of steps. The difference lies in the approach to transition - and states will soon discover this as they begin using the new Comprehensive Child Welfare Information System (CCWIS), a case management information system that helps them provide citizens with customized child welfare services.

The benefits of CCWIS are numerous and impressive, raising the bar for child welfare and providing opportunities to advance through innovative technology that promotes interoperability, flexibility, improved management, mobility, and integration. However, taking advantage of these benefits will also present challenges. Gone are the days of the cookie-cutter, “one-size-fits-all” approach. Here are five facts to consider as you transition toward an effective modernization.

  1. There are advantages and challenges to buying a system versus building a system internally. CCWIS transition may involve either purchasing a complete commercial off-the-shelf (COTS) product that suits the state, or constructing a new system internally with the implementation of a few purchased modules. To decide which option is best, first assess your current systems and staff needs. Specifically, consider executing a cost-benefit analysis of options, taking into account internal resource capabilities, feasibility, flexibility, and time. This analysis will provide valuable data that help you assess the current environment and identify functional gaps. Equipped with this information, you should be ready to decide whether to invest in a COTS product, or an internally-built system that supports the state’s vision and complies with new CCWIS regulations.
     
  2. Employ a modular approach to upgrading current systems or building new systems. The Children’s Bureau—an office of the Administration for Children & Families within the U.S. Department of Health and Human Services—defines “modularity” as the breaking down of complex functions into separate, manageable, and independent components. Using this modular approach, CCWIS will feature components that function independently, simplifying future upgrades or procurements because they can be completed on singular modules rather than the entire system. Modular systems create flexibility, and enable you to break down complex functions such as “Assessment and Intake,” “Case Management,” and “Claims and Payment” into modules during CCWIS transition. This facilitates the development of a sustainable system that is customized to the unique needs of your state, and easily allows for future augmentation.
     
  3. Use Organizational Change Management (OCM) techniques to mitigate stakeholder resistance to change. People are notoriously resistant to change. This is especially true during a disruptive project that impacts day-to-day operations—such as building a new or transitional CCWIS system. Having a comprehensive OCM plan in place before your CCWIS implementation can help ensure that you assign an effective project sponsor, develop thorough project communications, and enact strong training methods. A clear OCM strategy should help mitigate employee resistance to change and can also support your organization in reaching CCWIS goals, due to early buy-in from stakeholders who are key to the project’s success.
     
  4. Data governance policies can help ensure you standardize mandatory data sharing. For example, the Children’s Bureau notes that a Title IV-E agency with a CCWIS must support collaboration, interoperability, and data sharing by exchanging data with Child Support Systems?Title IV-D, Child Abuse/Neglect Systems, Medicaid Management Information Systems (MMIS), and many others as described by the Children’s Bureau.

    Security is a concern due to the large amount of data sharing involved with CCWIS systems. Specifically, if a Title IV-E agency with a CCWIS does not implement foundational data security measures across all jurisdictions, data could become vulnerable, rendering the system non-compliant. However, a data governance framework with standardized policies in place can protect data and surrounding processes.
     
  5. Continuously refer to federal regulations and resources. With the change of systems comes changes in federal regulations. Fortunately, the Children’s Bureau provides guidance and toolkits to assist you in the planning, development, and implementation of CCWIS. Particularly useful documents include the “Child Welfare Policy Manual,” “Data Sharing for Courts and Child Welfare Agencies Toolkit,” and the “CCWIS Final Rule”. A comprehensive list of federal regulations and resources is located on the Children’s Bureau website.

    Additionally, the Children’s Bureau will assign an analyst to each state who can provide direction and counsel during the CCWIS transition. Continual use of these resources will help you reduce confusion, avoid obstacles, and ultimately achieve an efficient modernization program.

Modernization doesn’t have to be messy. Learn more about how OCM and data governance can benefit your agency or organization.

Article
Five things to keep in mind during your CCWIS transition

Success is slippery and can be evasive, even on the simplest of projects. Grasping it grows harder during lengthier and more complex undertakings, such as enterprise-wide technology projects—and requires incorporating a variety of short- and long-term strategies. Yet focusing only on the technological aspects of these projects is not enough. Here are 10 non-tech strategies for success in tech projects.

1. Gain leadership support.

An enterprise-wide technology project can transform an entire organization. Therefore, the first step toward success is to ensure your leadership makes the project an organizational priority. Projects described as "IT projects” in the past must now be seen as strategic business solutions that meet the needs of the organization, prioritized in sync with goals and objectives of the organization. Executives and management need to be on board and demonstrate solid commitment to the project. This dramatically improves the likelihood of project success, and your team knows that leadership is supporting their efforts.

2. Develop and promote a shared vision.

To start a successful project, members across the organization must understand and embrace a shared vision. One way to encourage this is to hold “vision sessions” where key stakeholders meet to talk about how they see the new technology improving operations. Building consensus early on allows your staff to be fully open to change, in turn helping generate positive and creative ideas.

3. Establish project tenets. 

Project leadership must develop a set of project goals and expectations, or tenets, which help staff understand the rationale for the project. They should be clearly defined, meaningful, and when possible, measurable, so the organization knows what success is—and how to achieve it. Tenet examples include:

We will collect and share information across the organization, subject to appropriate security and privacy compliance.

The use of standard business processes across the organization will minimize variations.

We will not design the new system based on existing workflows, and instead will use industry best practices.

4. Create a governance structure.

Early on in the project, identify a clear decision-making structure for resolving issues that arise and preventing delays. Although the project team should address issues first, having an agreed-upon process for issue escalation to leadership will be valuable when you can’t reach consensus.

5. Set realistic timelines.

Set realistic timelines, communicate them clearly, and refer to them often. An easily accessible visual timeline helps maintain project momentum and enthusiasm. It also helps you manage expectations and prevent scope creep. It’s important for the leadership team to inform staff of any changes that will impact their daily responsibilities or affect the timeline or scope of the project.

6. Engage key stakeholders early and often.

Change—even positive change—is stressful. Change management is an essential cornerstone to project success. Building sustainable collaboration and project buy-in from stakeholders at project onset and maintaining it throughout the project life cycle is critical to meeting deadlines and a successful outcome. In the case of a new system selection or implementation project, your operational leads should design and champion new workflows supported by enabled technology. Staff members need to work in sync with your IT department to translate their operational needs into technology requirements.

7. Develop a comprehensive communication plan.

A comprehensive communication plan is vital to the success of any project. It keeps stakeholders engaged and project teams motivated. It also includes the use of visual graphics, website videos, and/or social media for targeting the right groups with the right message at the right time, and in the right manner.

8. Don’t skimp on resources.

Adequate finances, technical infrastructure, and “people” resources must be committed for the long haul—project success is a journey, not a destination. Give your staff enough time to participate in planning, workflow redesign, and ongoing education. In order to help ensure key staff are available for system design and testing work, identify backfill resources for peak time periods in the project.

9. Practice change management for cultural considerations.

Your organization must prepare, support, and sustain all employees through effective change management in order to effect a culture of change. Pre-planning will help to identify potential roadblocks and areas of resistance, and facilitate embracing change.

Resistance comes from the degree of change required, and when staff members believe new technology is just a passing fad. It will take time—and commitment—for your staff members to learn how to use the new technology efficiently and understand its benefits.

10. Develop an effective and sustainable training plan.

An effective and sustainable training plan can’t be overemphasized. It should identify training resources, including personnel, locations, and equipment. In addition, a comprehensive training plan addresses different learning styles of various staff members and multiple training models, such as face-to-face classroom, virtual labs, and online learning. You can supplement these training models with “just in time” 1:1 role-based scenario trainings as needed. The plan should include the development of various training aides, including playbooks, scripts, quick-tip reference sheets, and FAQs. Finally, the plan should include methods for assessing staff proficiency, such as competency assessments and follow-up incremental trainings after go-live.

Additional strategies for tech project success

Ultimately, 10 is an arbitrary number. There are more non-tech strategies you can deploy to achieve tech project success. And of course, there are some tech-specific approaches you should know. If you would like to discuss these strategies—and the concrete tactics your organization can use to implement them on a day-to-day basis—our team is here to help. 

Article
10 non-tech strategies for tech project success