In 2021, Governor Hogan created the Maryland Vaccine Equity Task Force (VETF) to focus COVID-19 vaccination efforts on underserved, vulnerable, and hard-to-reach populations to ensure the equitable delivery of vaccines, including for minorities and non-English speaking populations. These efforts align with the innovations and evidence described in the U.S. Department of Health and Human Services, Presidential COVID-19 Health Equity Task Force, Proposed Implementation Plan and Accountability Framework, Recommendation #1: Partner with communities to expand vaccination to underserved groups.
Throughout the state, Health Equity Resource Communities (HERCs) help to engage communities and to prioritize programs for equitable public health. Evidence-based activities include establishment of an inventory of health disparities and a clearinghouse / database to manage them. In 2022, a new “Pathways to Health Equity” grant program targets health disparities including diabetes, asthma, heart disease and hypertension, mental health, substance use disorder, maternal and child health, and Sickle Cell Disease. These efforts align with the innovations and evidence described in the U.S. Department of Health and Human Services, Presidential COVID-19 Health Equity Task Force, Proposed Implementation Plan and Accountability Framework.
Innovative / unique among American states, Maryland requires that hospitals receive the same payment for specific treatments delivered to Medicare, Medicaid, commercially insured, or self-pay patients under a global budget covering all hospital and non-hospital costs. An analysis of the first two years of the Total Cost of Care (TCOC) found some significant improvements particularly in the areas of care management, access (a measure of equity), and continuity. In the first performance year of Maryland’s TCOC model, the state reduced spending by $365 million, relative to national trends, according to a Mathematica implementation report. In a recent report by Fair Health, among all 50 states Maryland had the lowest average costs for complex COVID-19 hospitalizations. At $49,127, Maryland’s cost was just under half the national average of $98,139 and over $20,00 less than the next lowest-cost state (Arkansas).
The Arizona Government Transformation Office’s Lean Foundations workshops provide training to state employees as part of the state’s Arizona Management System (AMS), which is designed to implement innovative solutions to improve service delivery. Arizona cabinet agencies have an Office of Continuous Improvement that is responsible for implementing and sustaining AMS. Some agency examples include the Arizona Commerce Authority, which promotes the development of new industries in Arizona. Also, as part of the Be Connected program, the Department of Veterans’ Services (ADVS) conducted a Transportation Survey that revealed a substantial number of veterans live great distances from resources. As a result, ADVS and Be Connected organized a program to deliver food and essentials to this underserved portion of the population.
The California Office of Data and Innovation (ODI) includes CalInnovate, which uses best practices in human-centered design and technology to improve services for everyone. The Data and Innovation Fund resources ODI to partner with state agencies to identify, understand and solve problems using research, evidence, data and technology.
In the California Department of Technology, the Technology Modernization Fund is innovating by funding faster and more rapid ways to modernize systems in IT that will yield quick and meaningful results for the people of California.
The state has a range of other innovative strategies to improve outcomes:
The State of Colorado is committed to continuously innovating to deliver results. The Governor’s Office of Operations is tasked with supporting three key areas: 1) performance management, 2) process improvement, and 3) professional development. The Office currently supports innovation by offering free training to all state employees in Lean, Agile, and Change Management, as well as a course in human-centered design.
Innovation is encouraged within state agencies as well. Examples of the innovations include:
To share best practices between state agencies, the IDEA Champions (p. 30) are a community of practice with at least one representative from most state agencies that meets quarterly to share innovative solutions. The group also develops resources for the Colorado Innovation Center website, which provides a database of process improvement resources, training videos, templates, and ongoing projects at state agencies.
A 2019 Connecticut law required that the Office of Policy and Management develop a Two-Generational Interagency Plan to address intergenerational poverty and support families in overcoming barriers to economic success. The 2Gen Benefits Cliffs Work Group led statewide efforts to address benefits cliffs in partnership with the Federal Reserve Bank of Atlanta, which created Connecticut’s Career Ladder Identifier and Financial Forecaster (CT CLIFF) and simulated policy proposals to illustrate the interaction among wages, public benefits, and tax credits in bringing (or failing to bring) families to economic stability, as well as potential taxpayer savings that result from career advancement. The CT CLIFF tool was beta-tested at four sites in Connecticut, including an early childhood education center, high school, and two job centers. An evaluation of the beta tests at pilot sites was completed and shared with the 2Gen Advisory Board in June 2022.
The Connecticut Office of Early Childhood (OEC) is a state agency that oversees an array of programs and services that support young children and families, including the administration of the Care 4 Kids (C4K) program. OEC now offers a significant digital innovation with the Parent Portal, including prescreening for eligibility determination documentation, and online application. In addition to automating manual processes, this project extends resident access through a responsive design available through any Internet-connected desktop or mobile device. These improvements have led to 9,604 new families to register accounts with 72% of all C4K applications submitted through the online portal as of April 2022.
The Strategic Innovation team within the Massachusetts Governor’s Office is tasked with implementing cross-agency collaboration, capacity building, and performance improvement for the Governor’s top priorities, such as the COVID-19 Eviction Diversion Initiative, Student Learning Time requirements, and the Future of Work initiative. Members of the Strategic Innovation team are embedded into various agencies to manage data implementations, create greater efficiencies, produce cultural change, and advance innovation and strategic thinking.
The Social Innovation Finance team, housed within the Executive Office of Administration & Finance and overseen by the Assistance Secretary for Finance & Performance Management, provides leadership and technical assistance to support partner agencies with the development of evidence-based interventions, results-driven contracts, and iterative data analysis to track performance.
In 2021, a cross-agency team with representation from the Minnesota Department of Human Services, Department of Employment and Economic Development, Department of Education, the Children’s Cabinet, and other relevant agencies used data on family access to licensed child care to guide funding and management decisions. This included giving preference to grant applicants in geographic areas with extreme childcare access issues. Additional analysis informed process improvements in the development of new childcare businesses, culminating in the development of a One Stop assistance network.
Researchers and practitioners from the State, Minnesota Emergency Medical Services Regulatory Board, and a nonprofit hospital combined and analyzed data from the Minnesota Department of Health and Minnesota State Ambulance Reporting System to help manage hospital capacity during COVID-19 surges. A 2022 paper authored by this partnership shows that these analyses were able to accurately predict hospital bed utilization for COVID-19 patients one to two weeks in advance.
Minnesota leveraged data to inform the implementation of its American Rescue Plan State and Local Recovery Funds to boost equitable access to services and resources, by
In 2019, Missouri launched The Show Me Challenge, which encourages state employees to pitch innovative ways to better serve the state’s residents and improve the effectiveness of government. The state held three cycles in 2019, one cycle in 2020, and one cycle in 2021. In December 2019, the state announced the winners of the first three cycles of this innovation challenge, and the next cycle will occur in fall 2022. Pitches and plans are publicly available, including the research that supports their innovative ideas.
In 2020, Missouri’s Department of Economic Development created a PPE Marketplace to connect public and private buyers and vendors of personal protective equipment (PPE). The marketplace data has been leveraged by policymakers to calculate the state’s overall PPE burn rate, which has allowed the state to invest over $100 million in a PPE reserve for managing COVID-19 during the winter cold and flu season and protecting the state from supply chain shortages.
The North Carolina Office of State Budget and Management (OSBM) offers an annual Performance Management Academy training series to equip employees with frameworks, guidance, and resources to promote evaluation and evidence-based policymaking across state agencies. OSBM also coordinates a Performance Management Community of Practice, composed of state agency representatives who meet regularly to share experiences and develop knowledge related to evidence-based policymaking.
The Department of Information Technology (DIT) is home to a Process Improvement Team which collaborates with state agencies and managers to use evidence in strategic planning processes. DIT provides monthly training resources for state agencies to learn the Lean Six Sigma process improvement methodology and hosts a Process Improvement Community of Practice.
The Office of Strategic Partnerships (OSP) launched the NC Project Portal, an innovative tool for developing and launching partnerships with government and for bolstering cross-sector collaboration. The portal includes information about opportunities for partnering with state agencies on their research needs and how to express interest in pursuing those opportunities. It includes 25+ projects that are open, in-progress, or completed as well as project deliverables and information about the planned use of results where applicable.
The North Carolina Department of Natural and Cultural Resources named a Deputy Secretary of Diversity, Equity, Accessibility, and Inclusion. The Department of Revenue named an Assistant Secretary for Tax Research and Equity, and the Department of Health and Human Services created a new leadership position, the Chief Health Equity Officer, to lead cross-department equity work and oversee an expanded Office of Health Equity/Office of Rural Health. The Governor’s Office also expanded its Office of Public Engagement and Inclusion (OPEI) to include monitoring and advancing diversity, equity, and inclusion efforts across state agencies and added two new positions, Director of Diversity, Equity, and Inclusion and Deputy Director of Diversity, Equity, and Inclusion.
In 2021, the Governor created the nation’s first Office of Digital Equity and Literacy to close the digital divide so all residents have equitable access to high-speed internet and digital literacy resources. The Office will carry out the Governor’s plan, which invests nearly $1 billion in federal and state funds to address infrastructure and access, digital literacy, and affordability.
Following the appointment of a Chief Innovation Officer as a cabinet-level official in 2018, the state has continued to invest in the expansion of the Office of Innovation. The New Jersey Office of Innovation’s Innovation Skills Accelerator has expanded asynchronous video-based introductions to strategic uses of evidences (including data, resident engagement and fast field scanning) to include live “bootcamp” trainings to help State employees apply the skills from the online training to their own projects. Over the course of the last year, public servants in New Jersey have been able to participate in over 40 programs. The NJ Office of Innovation has also developed new agency-wide course offerings, including a first-of-its kind program on uses of data and evidence for employees of the New Jersey Office of the Attorney General.
Related to workforce issues, in May 2021, the Office of Innovation, the Royal Society of Arts (RSA), and The Workers Lab kicked off the Future of Work Accelerator, an open innovation challenge to recruit innovators whose work advances worker health and safety by improving access to benefits, strengthens training opportunities, and bolsters workers’ voices. The Office of Innovation is also spearheading the Business First Stop initiative – an interagency initiative that improves and simplifies businesses’ interactions with state government by combining new technology, data-sharing, modern policy approaches, and improved customer service to deliver the centralized digital one-stop experience for residents’ businesses and entrepreneurs.
In 2019, the Governor signed an executive order creating the InnovateOhio Advisory Board, whose mission is to make the state the most innovative, creative, and entrepreneurial state in the region. This office advises the Office of InnovateOhio on new technologies and innovations to improve customer service across state agencies, departments, boards, and commissions. The InnovateOhio Advisory Board’s key focus areas include: reduce costs, improve services, and spur a culture of innovation through public, private, and academic partnerships.
LeanOhio, an initiative of the Ohio Department of Administrative Services, uses the Lean process improvement methodology to assist state agencies in streamlining their service delivery through consultations and training. Between 2011 and 2021, LeanOhio ran more than 400 projects in 45 agencies, boards, and commissions.
The Pennsylvania Department of Corrections, in partnership with BetaGov, used rapid-cycle evaluations on employee-generated ideas. In one trial, an evaluation of the Swift, Certain, and Fair intervention found it to be feasible and effective in reducing misbehaviors with incarcerated women. The Department of Revenue, using behavioral insights, redesigned its delinquent tax notices. A rigorous evaluation demonstrated that the redesigned notice improved taxpayer response rates and debt collection, two of the department’s priority outcomes.
In 2019, the Pennsylvania Department of Corrections launched a parent initiative called IDEA (Innovate, Develop, Experiment, and Adapt), bringing together three initiatives : LEAN for process improvements, GoTime for identifying cost saving initiatives, and BetaGov to support testing of new ideas to improve outcomes. This is accompanied by the IDEA website, Facebook page, and podcast series called “Pracademically Speaking” which highlights national experts and department staff involved in BetaGov trials. A staff award and Steering Committee further foster a culture that embraces learning, innovation, and experimentation to improve outcomes.
In response to the federal COVID-19 Pandemic Unemployment Assistance program, Rhode Island’s Department of Labor and Training partnered with the nonprofit Research Improving People’s Lives and Amazon Web Services to develop a cloud-based system to share data and improve management of unemployment claims. The State’s experiences were documented in the Journal of Digital Government: Research and Practice: Rhode Island’s timely delivery of Pandemic Unemployment Assistance benefits was an estimated cost savings of $502,000 (representing a 411% return on investment).
Back to Work RI is an initiative of the Rhode Island Department of Labor and Training (DLT), designed to train, support, and hire Rhode Island workers displaced by COVID-19. DLT partners directly with employers to ensure participants gain skills they need to secure well-paying jobs in growing industries, while also reducing obstacles to participation by providing support services such as childcare and transportation assistance. To date, more than 7,000 Rhode Islanders have benefited from the program, and the impact is measured on DLT’s “Back to Work Stat.”
The Tennessee Office of Customer Focused Government (CFG), in addition to overseeing the state’s performance management processes, leads innovation statewide. The mission of the office is to “drive innovation and operational efficiency to benefit [residents].” CFG staff consult with agencies to run a variety of projects across the enterprise that foster innovation and continuous improvement, specifically finding opportunities to improve outcomes pertaining to their operations and how they serve their customers.
In 2021, the Utah Governor hired the state’s first Chief Innovation Officer (CINO) to implement solutions aligned with the Governor’s priorities. Individual agencies have roles dedicated to continuous improvement, including:
These roles coordinate process improvement activities to reduce severe backlogs, improve budget requests, or resolve operational inefficiencies. They also serve on the Governor’s Office of Planning & Budget’s (GOPB) Efficiency and Process Improvement Committee (EPIC), an advisory committee to GOPB on agency performance and efficiency.
In the Department of Transportation, the Research and Innovation Division runs UDOT’s statewide innovation program, which formalizes its strong culture of employee-driven innovation with an innovation blueprint, dashboard, an Innovation Council, annual reports on innovation and efficiencies – which have informed other state and national best practices, and peer exchange of innovative implementations including other departments.
The Utah Innovation Center, housed within the Governor’s Office of Economic Opportunity, provides technology startups and emerging companies with free technical assistance, training, and proposal assistance to compete in the federal Small Business Innovation Research (SBIR) and Small Business Technology Transfer (STTR) programs.
As part of Washington’s Lean and continuous improvement initiative, Results Washington hosts an annual statewide Washington State Government Lean Transformation Conference, which convenes and provides free training to thousands of attendees from state and local governments and other entities. The 2020 and 2021 conferences were held virtually, allowing Results Washington to reach more attendees than ever. Results Washington will be hosting the 11th annual conference virtually this year in October.
The 2022 conference will be focused on providing concrete tools and methods that participants could readily apply, learning that works in hybrid and remote environments, and resources that support Washington’s commitment to furthering equity, diversity, and inclusion.