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https://youtu.be/hOFEsroS6k0

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Highmark Blue Cross Blue Shield currently has over 30,000 employees within the Payor and Provider sections of the organization; Highmark Health insurance and Allegheny Health Network.
The Advanced Analytics and Reporting (AAR) department within Highmark currently supports multiple aspects of the overall enterprise organization; and this department currently has over 100 employees.
AAR has, for many years, been known primarily as the area that produces high-level reports on claims and enrollment, and is engaged when a report is needed on current volumes or financials.
The current Vice President, Richard Clarke, has been tasked with evolving the department from “report running” to be focused on incorporation of data and analytics into overall business operations.
Today, the department focuses 90% of its time on claims reporting using common tools such as SQL. Tomorrow, the department needs to be thought of as a business partner (instead of a reporting vendor) where individuals within AAR are accountable for helping drive decisions through data analysis.  In order to successfully reach this future state, multiple changes are needed to people, process, and tools within not only AAR, but the entire enterprise.

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This initiative is complex because the scope encompasses changes to People, Process, and Tools.  In order to meet these challenges, the leadership team has defined three key phases of the transformation:
Phase 1 (Near term, Initial 3 months of program)
• Reorganize to align to business partner domains
• Better understand business partners’ strategy, goals, and processes.
• Enable clear development plans and career paths for analytic leaders
Phase 2 (Months 4 through 16)
• Fix underlying data structures
• Institutionalize more robust operational processes, data governance, and production environments (such as standardized project intake process.)
• Enable more self-service capabilities to assist business partners to obtain data on standard requests more easily and quickly.
Phase 3 (Months 16 through 36)
• Develop partnerships with leading institutions, such as Carnegie Mellon University
• Continuously scan and test new data sources, tools and techniques.
• Implement a portfolio of “next-generation” analytic projects.

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The change readiness assessment (CRA) process involves periodic assessment of how employees and stakeholders are reacting to the change. The goal is to measure multiple aspects of organizational, group and individual change readiness. The assessment may reveal overall weaknesses in change readiness or merely “pockets” of resistance where some organizations are less open and willing to change than others. Not every organization or individual will respond similarly to the change process. If designed correctly, a change management assessment can pinpoint issues, barriers and gaps early in the change process. If these are then addressed, stakeholders are likely to respond favorably in subsequent assessments, thereby building commitment to the change process.  (Combs & Falletta, 2008)

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The Evaluation matrix is broken down into the two key questions being analyzed by this Evaluation.
Each of these two main questions will have detailed surveys or focus groups that ultimately roll-up to these critical pieces of the evaluation

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The following model helped me understand how to align program evaluation in the manner of defining what is key to the CRA.

Burke-Litwin Model of Organizational Change.  Within this model, there are two key types of change: transactional and transformational change.

“Transactional change is where the organization has some feature of change but the fundamental nature of the organization remains the same. Included in transactional is organizational climate which are people's perceptions and attitudes about the organization. Included in transactional change are structure, management practices, and systems. Transformational change is where the organization is fundamentally and substantially altered.” (Pellettiere, 2006.)

The questions I will focus on for the CRA will encompass the transactional and the transformational aspects of the change.

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- This is a complex transformation - are we measuring the right things?
- As this is a data analytics area, will I have the output of the program evaluation in a manner they will find valuable? A little nervous I am showing data to data scientists :)
- What's the best way to dashboard ongoing changes and status?