Our Journey and the Path Forward. National Workgroup on Integration 5 th Annual Convening April 16-17, 2015

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1 Our Journey and the Path Forward National Workgroup on Integration 5 th Annual Convening April 16-17, 2015

2 Convening Objectives NWI Progress to Date Advance our Focus on Population Health and Wellness; Strategic Partnerships; Data Sharing/Systems Interoperability NWI of the Future

3 Our Journey Set the Vision for a 21 st Century Business Model Developed Tools and Guidance Advanced Policy and Practice Engaged Multiple Partners

4 NWI s Committee & Task Force Updates 5 th Annual Meeting April 16-17, 2015

5 Pathways in Action: H/HS Integration Maturity Model Human Services Value Curve* APHSA 21 st Century Business Model Key Features *Antonio M. Oftelie. The Pursuit of Outcomes: Leadership Lessons and Insights on Transforming Human Services: A Report from the 2011 Human Services Summit on the Campus of Harvard University. Leadership for a Networked World Vision Governance Adaptive Leadership Consumer Access Channels Common Process Functions Coordinated Service Delivery Sustainable Outcomes Measures Integrated Infrastructure Role of the Consumer

6 APHSA H/HS Maturity Model v1 Key Features of Business Model Vision Governance Sustainable Outcomes Measures Infrastructure HSVC Levels of Maturity Regulative Collaborative Integrative Generative *Excerpted from H/HS MM v1

7 Challenges to Client-Centered Horizontal Integration (from 2013 Self-Assessment) Operationalizing the Vision Coordinated Service Delivery Re-purposing & Re-training the Workforce Data Utilization & Modern IT Systems Outcome-based Systems of Care

8 H/HS Integration Maturity Model v2 -Defines H/HS Enterprise; Outputs & Outcomes; Program Participant -Distinctions Made Between Key Feature Definitions for Roles of Program Participants & the Enterprise/Organization -Delineates Movement Up the Curve through Consistent Characteristics of Key Features Reflected Across Maturation Levels **Program Participant is Viewed as a Catalyst in Achievement of Outcomes in the Generative Level

9 American Public Human Services Association. All rights reserved

10 Supports Continuous Improvement Methods American Public Human Services Association. All rights reserved

11 Introduced Data Analytics as a Practice to Optimize Organizational Improvement Applied the Analytic Capability Curve Framework to Describe Levels of Attainment in the Field Developed the Analytic Capability Assessment Tool for Agency Baseline American Public Human Services Association. All rights reserved

12 American Public Human Services Association. All rights reserved

13

14 GOAL: To Provide a Universal Business Strategy to Operationalize Analytics Regardless of Agency Maturity FOCUS: Support the Adoption of Continuous Improvement Efforts & Visioning Define & Build Capacity in Four (4) Areas: Team, Governance & Change Management, Technology Infrastructure and Software & Analytic Tools Incorporate Existing Human Services Business Solutions Used Today and Show How those Solutions Accomplished the 4 Areas of Capacity

15 Capacity Building Requirements & Collection Organizing & Processing Analyzing Format/Output Software & Analytic Tools Team Building Statisticians Researchers Business & Fiscal Analysts Data Architect Technical SMEs Stakeholders Technology Infrastructure Governance & Change Management Data Dictionary Servers & Platforms ETL Safeguarding Governance Board Standard Processes Tools Quality Institutionalization Methods

16 NWI Workforce Committee The Challenge & Work to Date April 2014 NWI convening identified a thriving and effective workforce as critical to the integration of health and human services, and a successful HHS industry in general. Tons of issues identified Generational gaps Rapid technology developments Turnover Skills gap Retention Competitive salaries 16

17 Goals of the Workforce Committee Officially: to synthesize and disseminate information needed for human services to plan, prepare and implement strategies enabling them to address workforce issues to further the integration of health and human services and achieve sustainable outcomes (defined through APHSA s Pathways initiative). Work to date: Formation/Charter Survey of leadership re: workforce issues with companion P&P article In development of model for HR as Strategic Partner In order to stem the tide of turn-over and perpetual training of the next generations workforce, we must work to make a career in Human Services as attractive as any other field - Tamila Lay, Division Director of Employment and Training in Pennsylvania 17

18 Survey Results Rank the top 5 skills most critical for a successful human services workforce of the future Please rank your agencies readiness to address critical organizational workforce components (1-5) Top 5 1. Critical thinking skills 2. Customer services orientation 3. Communication skills 4. Policy knowledge 5. Resource/services knowledge Components Rating Professional development & 3.37 training Performance management 3.35 Recruitment 3.24 Supervision 3.24 Education & prof preparation 3.15 Working Conditions

19 Survey Results As you consider your current workforce, what are some of the challenges you see with their use and navigation of technology Major themes included: Lack of training Skill gaps between generations Resistance to change Legacy systems not intuitive 19

20 Implications Develop onboarding tools both train new employees and orient the entire workforce to understand greater trends in human services. Maximize the impact of multiple generations in the workforce to utilize the full range of talents, skills, and expertise present in both younger and older workers, and everyone in between. Develop strong hiring pipelines capable of delivering top talent by partnering and sharing information with institutions responsible for the preparation of the workforce. Recognize that training on soft skills is just a critical as training on hard skills and develop targeted curricula to expand opportunities for learning in both areas. Support the integration of and training on the use of technology within the workplace. 20

21 What s Next? Work with survey respondents to identify and review leading practices - - APHSA/NWI webinar? Publish Policy & Practice article Developing model of HR as a Strategic Partner, focusing on tools and guidance to help guide the modernization of HS workforce through: Executing core HR functions Developing top talent Influencing structure and culture Guiding direction and strategy

22 Where We Are Going Increased Focus on Integrated Service Delivery Models that Address the SDOH Increased Number and Type of Strategic Partnerships Introduction of a Research Agenda for Integration Further Identification, Technical Assistance and Consultation to Move Up the Value Curve

23 Where We Are Going Repository of Best Practices for Integration Continued Committee Work on Topic Specific Issues (Workforce, Data Sharing, Etc.) Ongoing Efforts to Address Policy and Practice Barriers to the Integration of Health and Human Services Establish a Global Footprint for HHS Integration

24 National Collaborative for Integration of Health and Human Services American Public Human Services Association. All rights reserved

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