P&P August 2015

DRAG-FREE DRIFT continued from page 26

Š Š The manager and supervisors often mentioned that as they embarked on the changes they remained flexible, adjusting as necessary. When, after the first day, one change component completely overwhelmed a worker, they quickly assembled the team to strategize modifications. They saw this not as a failure in the developed strategy, but a necessary alteration toward success. Š Š The changes implemented not only addressed worker and client needs, but the process also accounted for the numerous demands of changing so much for so many. Some areas required new types of hiring and training to develop new skills. They expected clients to adapt over time, not overnight. Š Š Technology supported training and process changes, and maybe even, most important, physical change to the office. An inviting reception area replaced a bullet-proof glass wall awaiting clients. Open cubicles and workspaces, much more condu- cive to team work and interaction, replaced narrow hallways and closed office doors. Scanners on every desk replaced stacks of paper and rows of filing cabinets. I saw the parallels in practice. In Butte they understood process change needed constant mending. Their long view recognized that different aspects of the change implementation strategy would unfold over time. They boldly and patiently broke down physical, technological, and procedural barriers to their goals. Achieving Improved Delivery The following are further examples of what attempting a perfect drag-free drift in fly-fishing can teach us about achieving improved human service delivery: Š Š Proficiency gained through practice, patience, and experience takes time. Often we put too much rosy faith in new technologies and process trends intended to improve human

service delivery. In reality, human service and client needs are far too complex to be solved instantly or one dimensionally. Š Š The drag-free drift concept is fun- damentally simple—eliminate any form of drag and hit the target and you have done everything you can to be successful. Human service agencies have numerous initiatives and philosophies about improving service delivery, be it increasing automation, integrated case manage- ment, or shifting process models. But improving human service delivery can be stated more simply—remove drag from presentation. What in your delivery makes clients and workers think, “This doesn’t look or feel right”? Did you need to provide the same information twice? Are there four extra steps to get to the printer? Are clients’ first interactions occur- ring through bullet-proof glass? Š Š Fly-fishing is not for everyone! It attracts those who have a long view toward accomplishment, who can tolerate a lack of quick success. Similarly, you must find the right people to drive meaningful change within your human service organiza- tion. It requires developing a culture that focuses on achieving long-term goals without being discouraged by occasional setbacks. Before I left Butte, I asked the office director to pinpoint the reason for their success. Was it the open layout; their recruiting and culture building; specific business processes they implemented? He thought a moment and said it was all three, that without any single com- ponent they could not have achieved success. Taking the simple, holistic view of removing as much controllable drag from each delivery component enabled them to deliver human services that looked and felt far more natural to their clients and workers. William Carroll is a principal with Deloitte Consulting, LLP and is currently the national leader for Deloitte’s Integrated Eligibility market offering.

fly-eating log. Often in this resource- hungry area of technology we miss other key factors that have equal or more impact on the outcome. One popular concept, Integrated Case Management, seeks to merge systems and processes for many human service programs and deliver them more efficiently and effectively to clients. The left and right hands work in sync so clients experience the seamless outcomes policymakers desire. Why has this remained so elusive? Are we lacking technology, policy alignment, or process standard- ization? Yes, to all of the above! Fly-fishing beginners often wonder, “What is all this stuff?” Spin fishing includes a rod, reel, some line, a hook, and bait. Fly-fishing utilizes different types of rods, specialized reels, fly line, a leader, a tippet, and one or many flies. Complicated, but each part plays a role in overcoming natural forces that seem determined to foil the near-microscopic insect’s journey. The fly rod tip provides the leverage needed to launch the line, the fly line provides weight to propel the fly forward, the tippet provides a trans- parent transition to the fly while still providing the strength to hold a fish. Each is necessary, but each also adds complication and unique challenges. We can’t be successful by replacing it all with a single piece of rope. We also can’t be successful just focusing on one part—ignoring the other compo- nents’ needs. As we try to remove the inherent drag of non-integrated case management, remember that while complicated, success requires expertly orchestrating many different tools. This analogy struck me while driving along the beautiful, trout-filled Boulder River between Butte and Helena, Mont., returning from visiting an Office of Public Assistance to review significant changes made over the prior months. The changes resulted in positive productivity improvements and the office manager showed great pride while giving us a tour and an overview of operations. Driving back, three unexpected themes in their success struck me:

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