Professional Documents
Culture Documents
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Change management is the processes, tools and techniques for managing the people-side of implementing a new system.
Projects fail because we roll out a system that functionally works and we try to get change by rules and policies without addressing an organizations culture or individuals interests and motivations.
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Enter ema
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Inspectors on a surprise visit to the Cook County morgue caught night shift workers asleep on the job and watching movies on county computers, according to report released Tuesday by county Inspector General Patrick Blanchard. On the May 3 visit to the already beleaguered Cook County morgue, inspectors found certain overnight intake workers "nodding off" and napping out cold while at their post; others were watching a Bruce Lee movie instead of working. The Chicago Tribune reports county investigators also found
"thousands of hidden documents dating as far back as 2004" that were supposed to have been entered into a computer.
All but one of the employees seen sleeping have been placed on temporary suspension. According to the Chicago Sun-Times, further interviews on the matter revealed that such behavior is not an isolated occurrence. The Medical Examiner's office has been under a microscope ever since reports of bodies being "stacked in a storage cooler" surfaced earlier this
Change Management: Transforming Cook County Page 6
Medical Examiner New Case Management System $1.1M new system Vendor is LabLynx Inc.
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Also includes both Lean process improvement methodology, process mapping and Kaizens
Change Management: Transforming Cook County Page 8
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Clear contract with vendor; budget for change management activities Strong Executive Leadership; Dr. Cina is a champion for the new system Change management implementation is the focus not just project management implementation
Change management needs are driving the project plan rather than development or configuration needs
Closing thoughts Projects succeed or fail based on the quality of change management dedicated to a project. Get yourself a budget director who understands change management and the importance of it in funding an IT project. Change management shouldnt be an afterthought include it at the concept stage. Focus your procurement around buying change management the system is secondary. Change Management requirements and needs should be in your specification documents/RFPs.
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Thank you!
Lydia Murray Chief Information Officer Cook County lmurray@cookcountyil.gov (312) 603-1400
Illinois Framework
16 LARGE-SCALE CHANGE: PEOPLE, PROCESSES
9/30/2013
Agenda
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Framework Overview
Stakeholder Engagement Crucial Conversations Governance Leading Change Lessons Learned
Illinois Framework
9/30/2013
Framework Overview
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The Framework is a seven-agency collaborative Human Services Healthcare and Family Services Aging Children and Family Services Public Health Commerce and Economic Opportunity Employment Security
Goals: Simplify and expedite consumer access channels, allowing critical information to flow when and where it is needed. Empower clinicians and caseworkers with comprehensive casework management tools to improve outcomes. Develop a comprehensive, roles- and rulesbased approach to data access, protecting client privacy and confidentiality. Provide business analytics and data-driven decision support to enhance planning, capacity, and program evaluation. Coordinate policies and share services across the HHS enterprise. Improve performance management and streamline service reporting.
Illinois Framework
9/30/2013
Framework Overview
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Illinois Framework
9/30/2013
Project
Child Support Modernization (KIDS) Planning and Support
Department of Healthcare and Family Services
Description
Provide strategic planning functions for the ongoing KIDS modernization project Identify a maturity model, budget estimates, and project risks for KIDS modernization Develop a plan for statewide change management to implement as the MMIS upgrade project progresses
Establish and implement a project governance model for the Framework Ensure that interoperability and integration efforts undertaken through the Framework and institutionalized and maintained for the Illinois healthcare and human service programs Create an enterprise-level Advance Planning Document for the Framework to plan for an interoperable health and human service delivery system Secure increased Federal funding for Framework planning functions
Illinois Framework
9/30/2013
Coordinated Methodology
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Engagement
Actively engage all key stakeholders Provide essential feedback to the planning process Promote information sharing through inclusiveness and transparency
Planning
Create enterprise approach to healthcare and human services Advance a culture of interoperability among Illinois HHS agencies Identify and provide resources and insights toward interoperability
Governance
Develop equitable and sustainable forum for key decision-makers in strategic planning, prioritizing, and implementing recommendations
Illinois Framework
9/30/2013
Framework Approach
Three Coordinated Efforts
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Interacting with stakeholders at all levels Multi-year endeavor in parallel with ACA elaboration
Critical to effecting change in a cross program / agency environment Funded by an Interoperability grant from ACF
9/30/2013
Managing Change
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Illinois Framework
9/30/2013
GOALS
1) Introduce the Framework and its goals to stakeholders across Illinois. 2) Gather feedback to design a system that works well for the people who will use it.
3) Initiate an ongoing dialogue about the Framework that will continue through implementation (and beyond).
Illinois Public Health Institute Customer Focus Groups and Town Hall Meetings for provider community and state employees 24 meetings with over 700 people since May Network of over 1200 stakeholders in 2011 World caf approach Fosters inclusiveness Develops trust and creates champions Collects vital stories for our work Its all personal connects complex concepts to real people Reinforces mission to help customer/client Establishes common ground between management and labor Input into next steps Building cadre of enthusiastic supporters Framework champions = key messengers
Illinois Framework
9/30/2013
Framework Governance
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Framework Governance
Chaired by State CIO Seven Agency Directors plus ACA implementation leadership (IES, HIE, MMIS) Make financial and policy decisions Towards the development of an enterprise approach
Centers of Excellence
Design and develop a sustainable governance model for IL Framework Ensure that interoperability and integration efforts undertaken through the Framework are institutionalized and maintained for Illinois healthcare and human services programs Share our work with other states engaged in similar work
9/30/2013
Illinois Framework
Framework Governance
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What does Governance mean in this environment? Membership Responsibilities Decision Making Communication within and beyond the Framework governance structures Frequency of meetings and time commitment Formal change management focus
Illinois Framework
9/30/2013
Shared Vision Executive Leadership Formalization of Structure Clear Decision Making Adaptable Transparent Communications and Processes
Illinois Framework
9/30/2013
Lessons Learned
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This is new territory for everyone Agreement to act as an Enterprise Focus on ongoing engagement and change
Around Framework critical data sharing issues Build leaders Develop state capacity
Illinois Framework
9/30/2013
Maturity Models
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EMC
Initial
Envision Define & Plan
APHSA
Regulative
Key policies Reactive
Supply Focused
Build & Deploy
Collaborative
Works across agcy/program boundaries
Service Focused
Operate & Refine
Integrative
Coordinate services Proactive approach to problem solving
Demand Focused
Measure & Manage
Market Focused
Optimize
Generative
Provider/client partnership Identify opportunities Strengthen communities
Illinois Framework
9/30/2013
Contact Information
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Governance work:
http: //illinoisframework.org/
http://illinoisframework.org/illinois-framework-resourcelibrary/
Illinois Framework
9/30/2013