Policy & Practice June 2015

staff spotlight

Name: Darnell Pinson Title: Database/IT Manager Time at APHSA: Two months Life Before APHSA: I was the senior database specialist at the National Association of City and County Health Officials.

Priorities at APHSA: Maintaining the association’s mem- bership database and technology processes better. What I Can Do for Our Members: I will enhance the member experience, engagement, communication, and outreach through technology.

Best Way to Reach Me: I can be reached via e-mail at dpinson@aphsa.org When Not Working: When I’m not working, I’m spending time with my family, serving my church, and coaching middle-school sports.

CITIZEN ENGAGEMENT continued from page 25

How to Take Action When human service advocates get tangled in a myopic, categorical view, there are two interest groups that can drive convergence forward—adaptive leaders and consumers. This is why citizen engagement is so essential to success, and should be rooted in three key actions: 1. Act with Intention—and Inclusion Leaders must recognize that a citizen engagement focus is a very dif- ferent orientation than what agencies are held accountable for today—the administration of programs that deliver benefits, goods, and services. Understanding consumers starts with understanding that they do not choose to be dependent on the social safety net. With this view, leaders can engage advocates early and often in work groups focused on improving the enterprise. Agencies should populate workgroups with advocates, citizens, and representatives of the business community as well. Not only can they lend business acumen and experi- ential understanding of the need to invest in enterprise infrastructure, they can act as more objective influ- encers to narrowly focused work group members.

intervention. Planning for programs that allow for quick wins for citizens can encourage early buy-in from all stakeholders. Ultimately creating a virtuous circle, better and more effi- cient services will garner stronger consumer and community support. Parts of the Whole Categorical human service programs form a delicate ecosystem—parts of a whole designed to help people to self- sufficiency. Even as advocates cling to their “part” with passion and some understandable skepticism for total integration, they are actually limiting their own work. Consumers know—and advocates must learn from them—that people cannot fully benefit unless all the com- ponents of the care system are well aligned. This is the essence of conver- gence and why it must be the future of human service delivery. Clarence Carter is the former director of the Arizona Department of Economic Security. Jerry Friedman was the director of Strategic Initiatives at Accenture and former executive director of APHSA. Friedman passed away after a brief illness on March 25.

2. Communicate with Everyone—Often There must be an enterprise com- munications strategy around the vision and purpose of these efforts. This requires ongoing dialogue with—com- municating “with” not “at”—executive leadership, legislators, stakeholders, advocacy groups, labor unions, and citizens. It can be very powerful for agencies to create forums and feedback mechanisms for consumer voices to be heard on their own. Throughout this process, there is also a benefit to connect with federal program administrators who can offer insight on rules, waivers, and per- missions and how they might affect program transformation or even the consumer experience. 3. Make the Business Case—with Data Leaders must take an executive approach to the move to a convergent system. They must articulate and refine a solid business case backed by data and clear consumer perspectives. This starts with shared data strat- egies and outcomes measurement processes. The focus must be on qualitatively and quantitatively dem- onstrating the value of less reliance on the system and shorter periods of

Policy&Practice June 2015 36