Presentation Transcript

1. Yale School of ManagementJanuary 4-6, 2010

   Tuesday
2. From Field to Fed: Designing and Implementing Interoperable Health & Human Services Systems Daniel Stein Co-Founder Stewards of Change Gretchen Pisano Stewards of Change
3. Voice of the Customer Steven Weatherbee Former Foster Youth Vernon Brown Co Founder Stewards of Change
4. Perspectives on County Interoperability Initiatives Mary Curtis Isabel Fitzgerald Former Deputy County Executive CIO, OTHS Nassau, NY Department of Human Resources, MD Uma Ahluwalia Director Department of Health & Human Services Montgomery County, MD

5. Local / State / FederalCollaboration

   Stewards of Change Conference 1-5-2010
6. Scenario One 90 year old woman identified as hoarder 21 year old great granddaughter moved in Grand daughter has two preschool aged children Grand daughter former drug user is abusing again Department of Housing believes house not livable Services Offered by DHHS to address these complex needs Adult Protective Services Child Care Early learning services Child Welfare Income Support Services Housing Services Substance Abuse treatment services
7. Scenario Two 15 year old Latino male Referred to Crisis Center after School Suspension Indicates to counselor his desires to commit suicide Mother receiving mental health services Father believes it is a private matter Father strict and bruises on client may indicate abuse Services Offered by DHHS to address these complex needs Street outreach Adolescent Mental Health Domestic Violence Program Child Welfare Services Abused persons program Parenting classes trough Child Welfare Adult mental health services
8. Scenario Three 42 year old non-English speaking recent immigrant Tests by DHHS indicate she has Tuberculosis Appears to be some domestic violence at home Has two children ages 2 & 6 and is pregnant again 2 year old needs child care, family can not afford it 6 year old has special needs and housing unstable Services Offered by DHHS to address these complex needs Domestic Violence service via abused persons program Adult mental health Services Housing Stabilization Services Education through Public School System Public health TB clinic Child Care services Maternity Services Income Support Services limited English Proficiency Services
9. Scenario Four Homeless diabetic woman 3 episodes of hospitalization in last 12 months Hard for her to regularly take medications Hard for her to have nutritious meals Services Offered by DHHS to address these complex needs Homeless Program Montgomery Cares Housing stabilization services
10. DHHS CYF PHS ADS SNH BHCS ECO Map of DHHS, State & Federal Agencies Federal ACF ONCHIT HRSA SAMHSA CMS others State MSDE DHR DHMH County Montgomery County DTS Enterprise Infrastructure Policies Security CIO support and outreach
11. Work to date in MC, Maryland Governance Structure Tools developed to date Universal Screening tool Face Sheet Confidentiality Policy Practice Model Business Process Engineering and reviews Workflow analysis IT Technical Assessment Vision Mapping Public / Private partnerships JHU PCC OHSL State & Federal agencies - Scheduling functionality - Customer Service Protocols - Qualitative Tools - Enterprise tools (Oracle (ERP), Seibel (CRM)
12. Issues / Challenges What are the outcomes? How are benefits across organizations mapped back to the implementing organization How is the business organized with the systems to support the outcomes How do programs interface with the technology Need to discover the “AS-IS” before launching the “TO-BE” Business discovery process
13. Role of the State in County Interoperability
14. Advocate for Progress Identify ways to improve services, access, and outcomes for all residents, while balancing the budgetary, political, and bureaucratic constraints that accompany government Embrace change from all partners; bring partners together to achieve cohesive change including Federal, State, Local and Advocacy
15. Facilitator and Watchdog Facilitate the acquisition of required elements including partnership with Federal and state agencies, technology, and funding Bring together the right parties to engage in meaningful dialogue and action.  Public funding is a competitive sport. Ensure dialogue and compliance with Federal partners.
16. Facilitator and Watchdog (continued) Technology must be selected with all stakeholders in mind and support long-term objectives  Ensure compliance with data privacy, data security, audit requirements, and state and federal regulations Funding and resources are limited.  Initiatives must have demonstrable outcomes and must have the potential for replication across the state The state must ensure consistency and service for its citizens across the state
17. How the State’s Focus Differs from County The role of the state encompasses the state in its entirety Any change or business model must incorporate and support the unique aspects of all the counties.  It must be repeatable Policy and purchases must support all counties and funding must be allocated across the state Systems must support collection and data sharing statewide as well as common case practice
18. Making it Work Jointly Plan together and strategize; meet regularly Support each others initiatives. Be a single vision and a single voice Engage State, Local and Federal partners Look for joint opportunities and funding Achieve early success even if its small. Evangelize your vision and success Don’t lose site of current operational needs Ensure your model will survive administration and political changes

19. Counties Advancing Interoperability

20. 3 County Project Convened by Stewards of Change: Montgomery County, Maryland Montgomery County, Pennsylvania Nassau County, New York

21. No Wrong Door

    An Integrated Health and Human Services Delivery System Mary R. Curtis, Ph.D.
22. No Wrong Door2002-2009 Established vertical of 7 HHS departments Consolidated real estate Created a single point of entry into HHS system Developed a continuum of care, outcome-driven approach to client care Coordinated service delivery Implemented customer service orientation Consolidated infrastructure functions Focused on revenue maximization/expense reduction
23. NewStaffing Assistant Director and Director assigned to lobby and intake management Front Desk HHS Specialists cross trained in all services Case Navigators
24. TechnologyBackbone Technology as a backbone to No Wrong Door Single image, consolidated e-mail, upgraded hardware PATHHS tool – Providing Access to Health and Human Services Personnel Lookup Status Tracking General Client Inquiry Customer Service Inquiry
25. Challenges and Opportunities Number of people coming for services has increased by over 50% in past 2 years Confidentiality laws, Privacy laws, limit sharing of information Next phase of program – community based organizations as partners New York State expanding electronic applications for benefits to other programs
26. Former 101 County Seat Drive, Mineola Computer Room-101 CSD
27. Former Former Front Desk -101 CSD Former Waiting Area - 101 CSD Former Intake Booths - 101 CSD
28. NEW 60 Charles Lindbergh Boulevard
29. NEW
30. NEW
31. NEW
32. Imaging Former RecordRoom -101 CSD
33. No Wrong Door
34. Possible Place holder for Uma- if doing a second ppt
35. Pennsylvania Case Study Scott Fairholm Deputy CIO Pennsylvania Joseph Roynan Director of Human Services Agency Montgomery County, PA
36. Hold for Possible PPT from Joe Roynan
37. Multi-Program & Multi-Jurisdictional Interoperability Initiative Sid Gardner President Children and Family Futures
38. Creating an Interoperability Continuum: Federal, State, Local & Private Perspectives