Technical expertise is key, but so is open communication, human-centered design, and understanding program needs.
For state government leaders, technology modernization projects are often viewed as monumental undertakings characterized by complexity and uncertainty. Today, these projects involve more emerging technology than ever, and their importance continues to grow as the public expects a high level of service delivery from government agencies.
My colleagues describe the challenge perfectly.
The future for state governments is a wave of new system modernization projects, particularly those that involve digital services, customer experience, and artificial intelligence (AI). In a recent report, the National Association of State Chief Information Officers predicted that more than half of state CIOs believe AI will drive modernization projects, with “digital citizen services” identified as the biggest beneficiary.
However, a system modernization project requires more than technology. It necessitates a comprehensive yet thoughtful approach, based on a human-centered design, which transcends technology upgrades and outlines a clear path to achieving success.
Communication plays a critical role in modernization projects. With decades of experience helping government agencies modernize their systems — from streamlining back-office operations to building automation — the theme that connects all successful projects is an emphasis on open and honest communication.
As a state leader embarking on your own modernization journey, here are three key strategies to navigate the process with clarity and confidence.
Effective communication and collaboration are paramount to the success of any modernization project. Stakeholders at every level of the organization, from end-users to senior leaders, should be engaged to ensure a uniform understanding of their pain points and priorities. This should include discussions about what the state wants to achieve, its priorities, and the motivating factors behind the project. By fostering a culture of open dialogue and collaboration, leaders can harness the collective wisdom of their team — ensuring that modernization efforts address real-world challenges while driving meaningful change. Engaging stakeholders early and often helps build trust, mitigates resistance to change, and fosters a sense of ownership and commitment to the project's success.
At its core, modernization is about improving the lives of individuals and communities. There must be communication between the technology and program teams to understand what the benefits are from each perspective. Throughout the process, everyone involved should keep the needs of the agency and the people it serves front and center.
By humanizing the modernization process, leaders can ensure that technology serves as a tool for empowering and improving programs. At Maximus, our expertise bringing all parties to the table to discuss the competing business and technology priorities helps bridge the divide between technology and programs — allowing programs to focus on service delivery improvements and customer service.
Modernization projects should be driven by the needs and priorities of the program, not solely by technology. It is imperative to cultivate a program-centric mindset, ensuring that every decision aligns with the overarching goals of optimizing service delivery and customer satisfaction. One of the more significant hurdles to overcome is getting people to understand that the program doesn't live to support IT, but that IT lives to support the program.
Modernization is an ongoing journey of continuous planning and improvement, as exemplified by a current modernization project we’re helping the state lead in Wisconsin.
In late 2020, we started working with the state on the planning, business process reengineering, and strategy design to modernize Wisconsin’s child support system. Once the new automated system is in place, state, local, and tribal employees and case managers will no longer need to rely on manual workarounds. Instead, they’ll benefit from new tools such as a self-service portal, enhanced communication abilities, and automated workflows that empower them to focus on optimizing and improving service delivery and customer service.
Maximus is also providing project management, business and technical support staff, and organizational change management services for the implementation phase, which includes replacing the legacy mainframe system with a cloud-based, state-of-the-art system. Throughout the entire planning phase of the project, we’ve focused the state team on reimagining the entire child support program to better serve Wisconsin families. Now, we are helping the state fulfill its vision.
Our partnership with Maximus is vital for turning our vision for a more modernized experience into a reality.Phyllis FullerDirector, Wisconsin Bureau of Child Support
Navigating state technology projects requires more than just technical expertise — it demands a strategic vision, effective communication, and a deep understanding of program and project objectives. By embracing these principles and drawing inspiration from industry partners like Maximus, state leaders can embark on their modernization journeys with confidence, knowing that they have the tools and professional guidance to succeed.
Together, states can harness the power of communication and technology to create a better future for their residents.
Pat Aguilar is the Managing Director of Maximus’s Program Modernization Consulting business. He has more than 35 years of experience consulting for health and human services programs run by state and local agencies.