Medicaid
When a state Medicaid reform organization experienced significant struggles developing long term innovations and 'valued partner' position in the community.
We designed and implemented a four-point strategic plan and broad internal change initiatives - their 'roadmap' to a sustainable future and greater community impact.
The challenge
Following an state-level review, a Medicaid reform organization realized the need for increased community partnerships, more focused innovations investment and a plan for sustainability. Initially structured to implement state-determined projects, a shift to community-determined projects created a significant amount of turmoil and anxiety in the organization.
There were no clear definitions of roles and responsibilities which created confusion and uncertainty in cross-departmental processes and system requirements. This created significant workflow issues and pervasive delays in decision- making.
Disagreement on critical business objectives perpetuated ineffective and inefficient business operations. Resultant departmental distrust bred redundant work efforts, poor communication, and operational silos.
The lack of a defined organizational strategy promoted inefficient tactical resourcing – staffing was unproductively leveraged to "get the work done somehow" rather than seeking solutions to address the root causes.
Incongruent processes and system integration resulted in undocumented workarounds, inefficient core workflows, and poor information integrity.
How we helped
Aspire designed and implemented a suite of leading practice initiatives designed to develop a holistic strategy for the organization and then harmonize people, process and technology elements across the organization to the new strategy.
This suite included:
- A four-point strategy to increase community partnerships, develop new community-focused data products and services, implement a community wide data network and invest in high- yield innovation projects.
- A redesigned organizational structure connecting roles and responsibilities to the new strategy and organizational goals
- Dedicated strategy and talent development teams to augment resource competencies
- Standardized work methodologies and optimized technology systems to align business objectives and regulatory requirements with processes and enhanced reporting capabilities
New, revamped documentation concisely reflects business operations to improve regional consistency. Integrated partnership management processes significantly enhance data integrity.
In addition, benchmarking and substantive workflow reviews were employed to identify potential best practices as well as organizational synergies with contractors and external partners.
Value delivered
This streamlined, strategically focused Medicaid reform organization facilitated:
- Improved innovations project management providing significant increases in data quality and yielding a 30% reduction in management time
- Enhanced partnership systems yielding a 33% increase in active partnerships
- Reallocation of resources to strategically aligned management teams driving organizational competitive advantages
- Significantly improved governance and decision- making effectiveness