January 13, 2006

Governance Process Team to Improve Business Engagement

Finding a common language and consistent processes is an ongoing challenge for KP-IT and the KP health plan, hospital and medical teams that make decisions about IT projects. Fixing gaps and creating the means for good communication with business partners was the charter for the Business Engagement Organizational Effectiveness (BE OE) initiative.

Governance Enhancements was one of the three key areas BE OE targeted. An initial cross-Portfolio, cross-Regional task force determined that roles and responsibilities in the PACs (Portfolio Approval Councils) and RACs (Regional Approval Councils) were unclear. A common framework for Governance Processes and Practices and tools were lacking. There were opportunities for clarification and improvement.

One result of the task force recommendations: the recent launch of a Governance Process Team (GPT), accountable for improving common oversight practices and tools across the RACs and PACs, creating a single point of contact for these activities.

Tackling Common Issues Approved and sponsored by the KPPG (Kaiser Permanente Partnership Group) IT Subgroup, this “virtual team” is hand-selected by the Regional Information Officers (RIOs) and the Information Officers. Because GPT members are in the field, representing their regions and portfolios, they can bring issues to the team and work together to develop and implement improvements. They are enthusiastic about participation.

“No one needs to be convinced that this is the right thing to do,” says Anne Barr, Northern California RIO and BE OE sponsor. “Everyone on the team has a ‘day job,’ but they’re doing this because they understand its importance and believe in the work.”

Six existing RAC/PAC leaders will serve on the GPT Advisory Committee and will review and recommend governance policies to the KPPG-IT subgroup. Hal Wolf, Colorado’s RIO, will co-chair this Advisory Committee.

Managing the flow of information will be handled by Cameron Terry, who serves as the GPT Process Manager.

Jim Crawford, Southern California RIO and BE OE program manager, stressed the importance of collaborative teamwork. “We’re excited by the intensity and enthusiasm of the project team. This momentum will certainly translate into the creation of consistent processes, methods, and tool sets for project work.”

Business Partner Joe Houska, vice president and regional administrator, The Permanente Medical Group, agrees. “The team will improve the flow of information between PACs and RACs, and ensure the mutual understanding of the level of commitment required for common systems,” he says. “This group will help align the priorities between the regions and the PACs. Previously, they have sometimes worked independently and have surprised each other with decisions. With some changes, we should see significant improvement.”

In addition to the Governance Enhancements work, the two other tracks of the BE OE—Solutioning Effectiveness and IT Strategic Planning—have plans in draft for implementation early in 2006. For more information, see the BE OE Strategy page on the Hub.