Catalysts for Generative Outcomes

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Overview

What does the future of health and human services look like? Where can we see glimpses of the future? How will we scale up promising innovations to achieve our vision?

We do have insights into catalysts for a generative future: we know that children from low-income families with access to health and nutrition programs are more likely to graduate from high school. We have proven that helping parents with low incomes increase their educational attainment also positively affects their children’s emotional health and performance in school. We have made the connection that families with stable housing and child care subsidies move up the income ladder faster and more sustainably. We have seen how human services, health, and policing agencies working together in a coordinated effective ecosystem can make communities safer and healthier. All of these generative outcomes help cut the cycle of poverty and move families and communities toward a culture of health and self-sufficiency.

Yet, here is the problem: even with all the positive examples of progress and innovation in knitting together services, more work must be done to envision and build the ecosystem of organizations that can work together to design and deliver solutions that address the root causes of individual, family, and community health and human services challenges.

To help health and human services leaders with these challenges, the Technology and Entrepreneurship Center at Harvard, Leadership for a Networked World, and Accenture, in collaboration with the American Public Human Services Association, convened senior-most leaders for The 2016 Health and Human Services Summit: Catalysts for a Generative Future. This seventh annual Summit, held from October 14 - 16, 2016, at Harvard University in Cambridge, Massachusetts, provided an unparalleled opportunity to learn from and network with the world’s foremost health and human services practitioners, Harvard faculty and researchers, and industry experts. Participants left the Summit poised to deliver generative outcomes and impact for individuals, families, communities, and society.

This report synthesizes the key findings from the Summit. In particular, it contains special sections on 1) two-generation outcomes and impact; 2) the opportunities for collaboration between policing and human services; 3) leadership lessons from a keynote address by Rafael López, then the Commissioner of the Administration on Children, Youth and Families at the U.S. Department of Health and Human Services (HHS); and 4) recommendations from Summit attendees for priorities for HHS to focus on in the last 90 days of the Obama Administration, in the first 100 days of the new administration, and over the next four years.

What is the Human Services Value Curve?

Learn more about the framework being adopted in the Health and Human Services field >

A letter from the Executive Director

Dr. Antonio Oftelie, Executive Director of Leadership for a Networked World, reflects on this year's summit and it's implications.

Read his letter here. >

“It is time for America’s (nonprofit) social sector to claim its distinction and imperative as a critical partner committed to our ultimate goal of achieving equity... We do this through the unique way we provide our services and supports, our innovative spirit, our leadership, our capacity for generative partnerships, and our paramount responsibility to advocacy. This is our moment!”
Susan Dreyfus
President and CEO, The Alliance for Strong Families and Communities

Report Insights

  1. Achieving Data Sharing in Allegheny and Montgomery Counties

    As we move deeper into a digital world, health and human services leaders have more and more data at their fingertips. When this data can be shared across agencies in real-time and is structured in a user-friendly, objective, and informative way, it can play a critical role in seeding breakthrough innovations. In particular, health and human services leaders can identify new opportunities to improve the client experience, reduce costs, enable population health management, enhance care, provide greater equity, and focus on interventions for clients who touch multiple health and human services systems.

  2. Apotti: A Vision for Integrated Health and Human Services in Finland

    In 2011, Finland’s healthcare and social services leaders faced an extremely challenging set of circumstances. To begin with, there were a number of troubling trends—including the aging of the Finnish population and an increase in the prevalence of chronic diseases—that portended a surge in demand for their services. At the same time, providers were dealing with increasingly complex cases—a difficulty that stemmed from the numerous clients and patients who had multiple conditions and were oscillating between the health and social services systems.

  3. Improving Outcomes for Children in the Commonwealth of Virginia

    In late 2015, four leaders—William Hazel, the Secretary of Health and Human Resources for the Commonwealth of Virginia; Dr. Craig Ramey, a professor at Virginia Tech; and Accenture’s Howard Hendrick and Gary Glickman—began dissecting a simple but critical question. “What,” Glickman recalled, “are we trying to do for kids?”

  4. Realizing an Outcomes-Focused Transformation in Ohio

    In 2011, officials from the State of Ohio performed a cost-benefit analysis of the state’s spending on health and human services, and the results were alarming. On the one hand, per capita healthcare spending in Ohio was higher than all but 17 other states. On the other hand, Ohio had one of the least healthy workforces in the country. As dismaying as this situation was, newly-elected Governor John Kasich also realized that the state’s limited return on its health and human services investment created a powerful case for change.

“The volume, velocity and variety of change is greater than it has ever been.”
Sarjoo Shah
Chief Information Officer, Human Services & Chief Strategist Office of Management and Enterprise Services, State of Oklahoma

Summary

As health and human services leaders strive to lead their organizations to the highest levels of the Human Services
Value Curve, they face a number of challenges and opportunities. The biggest difficulty is finding a way to sustain
current service levels while simultaneously building stronger ecosystems to create generative outcomes in the future.
At the same time, health and human services leaders have an opportunity to produce impactful innovations at a
time when the field appears poised for transformation. As Dr. Antonio Oftelie, LNW’s Executive Director, said, “We’re
at an interesting inflection point when it comes to health and human services and the integration of that in creating
ecosystems of value and outcomes.” Thus, fostering cross-discipline and multi-agency ecosystems is not just an
intriguing strategy to pursue in the future; it is a necessity for organizations striving to remain at the cutting-edge of
helping citizens in need now. As Oftelie added, “I think we’re at a point where we need to start asking, ‘What comes
next with the Human Services Value Curve?’”

The dialogue at The 2016 Health and Human Services Summit: Catalysts for a Generative Future pointed to
three critical steps that health and human services leaders can take to navigate this challenge and seize these new
opportunities:

A broader takeaway from the Summit is that as challenging as it can be for organizations to reach the generative
stage of the Human Services Value curve, it also presents an exciting opportunity for leaders in this field. The next
generation will have to confront major obstacles, ranging from global warming to economic dislocation stemming
from increased automation. Having a robust and collaborative health and human services system therefore has the
potential to help millions of people lead safer, healthier, and happier lives. This calls to mind an observation made by
Accenture’s Ryan Oakes at the start of this year’s Summit. He said that he believes that, “It’s a human right for people
to have food on their table, clothes on their backs, shelter over their head, and safety at night.”

The Executive Leadership Group

Leadership for a Networked World, and the Technology and Entrepreneurship Center at Harvard would like to thank the Executive Leadership Group for their vision and ideas that aided the development of this Summit.

Uma Ahluwalia
Director
Montgomery County (MD) Department of Health and Human Services
Roderick Bremby
Commissioner
Connecticut Department of Social Services
Bobby Cagle
Director
GA Division of Family and Children Services
Marc Cherna
Director
Allegheny County Department of Human Services
Carolyn Colvin
Commissioner (Acting)
U.S. Social Security Administration
Susan Dreyfus
President & CEO
Alliance for Children and Families
Kelly Harder
Director
Dakota County Community Services
Raquel Hatter
Commissioner
Department of Human Services, Tennessee
Kim Hood
Executive Director
Utah Department of Administrative Services
Lynn Johnson
Executive Director
Jefferson County Department of Human Services
Nick Macchione
Director
Health and Human Services Agency, San Diego County, California
Debora Morris
Human Services Director
Accenture
Susan Mosier
Secretary and State Health Officer
Department of Health and Environment
Stephanie Muth
Deputy Executive Commissioner
Social Services (Health and Human Services Commission, Texas)
Tracy Wareing Evans
Executive Director
APHSA

Videos from This Summit

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Leadership for a Networked World’s applied research, student innovation challenge, and on-campus summit programs are an initiative of Dr. Antonio M. Oftelie, Innovation Fellow at the Technology and Entrepreneurship Center at Harvard (TECH), part of the Harvard John A. Paulson School of Engineering and Applied Sciences. TECH is a hub for students, faculty, alumni, and government and industry leaders to learn together, collaborate, and innovate. LNW accelerates these efforts by connecting leaders across sectors and developing cutting-edge thought leadership on innovation and organizational transformation.

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