C208 CHANGE MANAGEMENT AND INNOVATION – TASK 1

CHANGE MANAGEMENT & INNOVATION – TASK 1 A. Current State of the Agency A.1. Agency Mission The Health Department (HD) is dedicated to “improving the health, safety and wellbeing of Texans with good stewardship of public resources” according to their inaugural business plan (HD, 2019). The organization is charged with providing healthcare for the residents of Country using public funds while meeting federal and state requirements and mandates. The agency oversees all aspects of healthcare including acute and long-term care, mental and behavioral health, state owned residential treatment facilities, and community service programs related to the health and well being of all Texans. The agency strives to make a positive difference in the lives of the people they serve (HD, 2019). The mission has been in place since the agency’s inception and was developed by the legislative branch through a bill consolidating twelve agencies into five distinct agencies under the oversight of HD. The employees and various internal stakeholders are familiar with the mission of the agency and, as public servants, buy into the mission of the agency. External stakeholders have high expectations of HD to carryout their mission and provide the most cost-effective services to Texans. The HD Blueprint for a Healthy Country outlines the vision and mission of the organization and all stakeholders are encouraged by HD executives to read and understand the goals of the agency. A.1.a. Three-Year Goals The agency outlines numerous goals dedicated to their mission to make a positive difference in the lives of the people they serve in their inaugural business plan. All levels of C208: CHANGE MANAGEMENT AND INNOVATION – TASK 1 leadership and subject matter experts provided suggestions and details of the business plan to ensure agency buy in and collaboration. The plan specifies the agency’s goals for improving efficiency, effectiveness, and process improvement (HD, 2019). In preceding years, the executive commissioners have produced various different agency-wide plans and reports with limited involvement from all levels of staff. The current executive commissioner ensured all areas were at the table when discussions about the agency’s future were discussed. The inclusion of all program areas allowed for a greater level of buy in from the individuals employed by the agency, as well as the stakeholders impacted by the service provisions of the agency