A National Imperative: Joining Forces to Strengthen Human Services in America (Jan 2018)

classification and sharing of data; creation of shared data hubs; and creation of human services start-up and innovation networks and hubs.

 NORTH STAR #3: OPERATING MODEL 2.0 – A STRATEGIC PARTNERSHIP APPROACH

Our third “North Star” initiative is a call for deeper partnerships and networks across the human services ecosystem. The intention of “Operating Model 2.0 – a strategic partnership approach” is to change how ecosystem actors work with each other and leverage assets more fully so that they can focus on and achieve outcomes, reduce friction and costs, and foster innovation. The limitations of the current operating model were earlier described as challenges. Creating, accelerating and maintaining highly effective generative partnerships and networks can address these limitations. It will also require leadership and funding. They won’t just happen because of good intentions. 29

What steps can each group of stakeholders consider in order to spur greater service integration and collaboration?

First, we recommend that Human service CBOs more deeply affiliate and partner with each other. Partnerships can encompass both programmatic and administrative functions. Program partnerships should create integrated service packages, spanning multiple program types, to meet populations’ human services needs in a holistic fashion. Administrative partnerships should focus on establish shared service utilities that provide standardized administrative functions to member CBOs and lower administrative costs across the group. Standardized functions may include IT, data storage, finance and accounting, compliance and reporting, purchasing, and HR operations. Back office utilities for CBOs can also spread best practices and pursue continuous improvement programs that are then leveraged across participating CBOs. Utilities could also provide decision support services. For example, an “RFP rater” might assess the risks in RFPs to help CBOs, especially smaller ones that lack the required analytical capabilities, make informed decisions about which ones to pursue. By diversifying the risks and costs of investing in administrative and decision support services, a “We see a client from point A to point B in their treatment and hand them off to another CBO for treatment between points B and C. Apart from sending some paperwork, we don’t collaborate and share information to improve the probability of effective treatment and the client’s ultimate success”

– Human Services CBO CEO, Illinois

62 |   A NATIONAL IMPERATIVE