Policy & Practice June 2015

DIRECTOR’S MEMO continued from page 3

innovation labs to test new ideas more swiftly, (5) application of brain science to understand root causes, and (6) transformative partnerships created for collective impact. 2 At the Policy Forum, we will be joined by thought leaders, practitio- ners, and policymakers working to understand how each of these agents may inform our work going forward. In the coming months, you’ll see more articles helping define what these change agents mean to our field and showcasing stories of innovation and successful impact. You’ll also hear more about the products forthcoming from the National Collaborative as we strive to advance our members’ Pathways vision. If your agency, orga- nization, or company has ideas to share, please contact us—we would love to showcase them in a future issue of Policy & Practice. We are in the process of finalizing the rest of the agenda for this year’s forum and will be sending out notices as the agenda is developed. It seems that every year we say the National to the citizens they serve is unques- tioned. Whether the state is red, blue, or purple, the need for effective management is a constant and IT and accountability are seen as essential. As winter turned to spring, and most legislative sessions were wrapping up, new CEOs were looking forward to catching their breath, stepping back from the daily tribulations, and focusing more attention to the futures of their organizations. They are reeval- uating their initial impressions and goals, with an eye to developing strate- gies for transformation and managing the required changes. This is where APHSA and its many assets and services will be most helpful. Whether it is assistance with policy, management, strategic planning, communication, integration, IT, or data analytics, APHSA can offer

Policy Forum will be the “best ever.” Having said that, I truly believe that will be the case this year. Our agenda is aimed at inspiring participants to think about the delivery of human services and to join with APHSA in working to improve the system. I hope to see you there.

factors driving the connection of health systems with human services. At the highest level are three factors: Š Š States are under intense pressure to bend the health care cost curve and to reduce reliance on government supports on the human service side; Š Š Cross-system modernization is being primed by enhanced federal participation in technology builds (especially under the A-87 Cost Allocation Exception); and Š Š There is growing attention on the social determinants of health and what is required to achieve popula- tion health and well-being. At APHSA, we see six key change agents driving transformation in human services and have organized this year’s Policy Forum to take a closer look at how these six agents are impacting the field. The six agents are: (1) integrated policy efforts at all levels of government, (2) efforts to create modern platforms for service delivery and oversight, (3) renewed focus on investing in outcomes, (4) creation of Faced with constant budget challenges, increasing poverty, substance abuse and other social issues, and growing demands for services, CEOs—new and experienced—are looking for better data analytics and the IT to produce them. Efficiency and effectiveness are clearly the watchwords of 21st century human service delivery. New CEOs start with various life experiences and professional back- grounds. While all have been involved in the field of human services, they come from nonprofits, elective office, advocacy organizations, academia, and the private sector. While a few have government management credentials, most do not. But they all arrive with a mandate from their governor. The optimism is obvious. The commitment to improving their orga- nizations is clear. And the dedication NEW CEOS continued from page 30

Reference Notes 1. APHSA’s National Workgroup on

Integration has been singularly focused on the connection of health and human service systems for the past few years. You can find guidance and products produced through the NWI on our web site. The workgroup is now broadening its scope and impact through the National Collaborative for Health and Human Services Integration. 2. See my article in our February 2015 issue of Policy & Practice for a more in-depth look at these six factors.

guidance and technical assistance. Reinventing the wheel is not necessary. CEOs, whether new or seasoned veterans, are in a constant quest for a better way. They embrace the many challenges and frustrations of diffi- cult jobs in trying times. They see the daily rewards of improving the lives of the children and families in their communities. Knowing that their orga- nizations are making a difference in the lives of thousands of individuals, they are highly motivated to do even better by helping all individuals they serve develop their full human poten- tial. Doug Racine is the former secretary of the Vermont Department of Human Services, a former Vermont state senator, and was the 77th lieutenant governor of Vermont.

June 2015   Policy&Practice 37