Program Effects of Re-engineering in Ohio

1. Program Effects of Re-engineering in Ohio Sandra M. Solano-McGuire, MD, MS

2. Remember 2002? • Ohio ranked last in the NCHS score • Turn around time for registration was several months • Turn around time for certified copies was several weeks • Adoption and paternities had backlogs in the tens of thousands of documents • Large budget deficit

3. Why Reengineering? • Customer’s dissatisfaction • Highly dependent on information technology • Processes have long cycle time(many sequential activities, multiple hand offs, checkpoints, waiting time between steps) • Gap between current performance and goals is large

4. What is reengineering? • Assessment of mission, strategic goals and customer needs • Focus on core business processes • Redesign the process as a whole • Drive for dramatic improvements • Technology is an enabler Business Process Reengineering Assessment Guide (GAO/AIMD-10.1.15)

5. Core Processes • Mail • Searching • Customer inquiry process • Events recording • Changes

6. Plan Act Do Check Common activities • Understand the process • Data collection • Planning improvement • Pilot testing • Implementation

7. Working great until….. • Budget cuts • Employee dissatisfaction • New requirements in the horizon • Short term goals vs. Long term goals • Managers not ready for the new environment – Change management • Need for external partnerships • Need for new legislation

8. New tools and strategy

9. What does that mean? • Value Strategy: strategy must provide substantive value to overseers, clients and beneficiaries • Political Strategy: It must be legitimate and politically sustainable • Operational Capacity Strategy: It must be operationally and administratively feasible Leading with Vision, Value and Strategy. Voinovich Center for Leadership and Public Affairs – Ohio University

10. Identify Value • Who is our primary customer? • What is the value of our functions? • To the citizen • To public health • To other agencies • Who needs to understand our Value? • Internally • Externally

11. Political Management • The Legislature • The Local Health Commissioners • Other agencies • Other programs • Use Stakeholder Mapping – Value and Authority • Think like training for a marathon!!!

12. Operational Capacity • Training for management • Leveraging strengths • New management perspective • Embrace turnover!!!! • Evaluate: • Ability … Build capacity to perform • Support … Build opportunity to perform • Effort … Build willingness to perform

13. Results

14. Organization growth…. …Takes time… …Takes effort… …Takes patience… …Takes communication…

16. And when you think you have it all figured out!!!!!