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  1. Maximus
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  3. Synchronizing state program vision with technical innovation

Synchronizing state program vision with technical innovation

Pat Aguilar

Pat Aguilar

October 1, 2024

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Modernization projects require a data-driven, human-centered approach to succeed.

Woman points to a whiteboard while her colleagues observe.

We live in the age of experience. Due to the influence of consumer messaging, the public has come to expect a high level of customer experience when engaging with any organization, including government agencies.

State and local government leaders are increasingly turning to the wide range of emerging technologies available to them to improve the public services their agencies deliver daily. As agency leaders aim to modernize their programs for the future, they recognize the importance of deploying digital tools and applications, using advanced analytics to measure impact, and implementing technologies such as artificial intelligence or machine learning to achieve success.

However, these leaders also understand that the success of new program initiatives is not solely dependent on the technology itself. It requires thoughtful alignment with the objectives of a specific agency’s program as well as a focus on improving the lives of staff and consumers alike. 

For government agencies undertaking a modernization project, effective collaboration is a common theme in all successful initiatives. Consider these three tips for any modernization effort:

Start by listening

The best industry partners will commence any project by listening to agency leaders describe the challenges and desired outcomes, which in turn informs the business and technical support needed to ensure solution quality. Every level of the organization, from end-users to senior leaders, should be engaged to develop an understanding of their pain points and priorities. By promoting open dialogue and collaboration, leaders can leverage their team’s collective wisdom to create a modernization plan that effectively addresses challenges and implements change.

Partner program and technology

Modernization is fundamentally about improving the lives of individuals and communities. Effective collaboration between the technology and program teams is essential to understand the benefits 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 the technology serves as a tool for empowering and enhancing programs.

Connect vision to objectives

Effective communication of project vision and objectives connects technology decisions to program improvement strategies. Modernization should be driven by the program's needs and priorities. It is important to cultivate a program-centric mindset that ensures decision-making aligns with the overarching objectives. One of the major challenges is getting people to realize that the program is not there to support IT, but that IT exists to support the program.

The goal is to improve both the customer and employee experience — understanding that the project doesn't live to support the technology, but that the technology lives to support the project.
Pat AguilarManaging Director, Program Modernization

Guiding Illinois' child welfare: the role of a trusted advisor   

The Illinois Department of Children and Family Services’ (DCFS) Comprehensive Child Welfare Information System (CCWIS) project, IllinoisConnect, represents a pioneering approach to both system implementation and oversight. Departing from conventional methodologies, Illinois embraced a unique approach unlike any other state.

A key innovation adopted by DCFS is an Enhanced Independent Verification and Validation (IV&V) model that enables advisory support in addition to traditional IV&V services. Integration of this advisory capability within the IV&V framework expands on the common practice of engaging with a vendor to oversee a technology implementation. The enhanced model establishes a trusted advisor role to support DCFS business and technical teams in reviewing and guiding architectural designs and plans. This expanded footprint of the IV&V team also allows for greater monitoring capabilities. For DCFS, the increased architecture and technical monitoring means it can provide a more complete view to its federal partners.

DFCS views its enhanced IV&V vendor as a true partner rather than an oversight entity. By leveraging the expertise of business and technical advisors, DCFS is expanding the capabilities and capacity of its technical and functional teams. The enhanced model enables improved decision-making for the department and aligns DCFS, its IV&V vendor, and its federal partners toward the state’s modernization goals.

The future for government agencies

Successfully steering modernization projects within government agencies goes beyond technology. It calls for transparent communication, a distinct strategic vision, and alignment on common goals. By collaborating with experienced partners like Maximus, government leaders can navigate their modernization efforts with confidence, equipped with the right tools and expert guidance to achieve lasting success.

A version of this insight also appeared in Policy & Practice.

Read the published article

About the author

Pat Aguilar

Pat Aguilar, Managing Director, Program Modernization

Pat Aguilar is the managing director of Maximus’s program modernization practice. He has more than 35 years of experience optimizing health and human services programs run by state and local agencies.

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