IT governance in public child welfare information systems

¶ … INFORMATION SYSTEMS IN Business & ORGANIZATION

Case

IT governance at PPCWG

Effectual information technology (IT) governance, undeniably, is dictated by how such activities are organized, as well as by where the organization's IT-related decision-making power is located. Establishment of an efficient governance system is another major process of an information management (IM) strategy. This is particularly crucial if many stakeholders are involved, with conflicting information needs. A governance system clearly defines the authority level and procedures and processes by which key, strategic operational decision-making is carried out. Proper information management governance outlines the relationship between various stakeholders, the process of decision-making, and the manner by which problems are solved. It guarantees that ongoing operation continually supports the plan that stakeholders have agreed upon. Public agencies come across frequent management changes that impact processes, priorities and policies. Governance systems can facilitate managing of change, such that information management changes depend on assessment of overall effect corresponding to the vision and mission of the organization, instead of on the present direction taken by political winds (PPCWG, n.d a).

A strong necessity exists to create multi-sector data-sharing opportunities to reduce the total reporting load on families, youths, and children who are served, as well as to increase effectiveness within our family and child serving systems (education, health, public child welfare and mental health). Use of different arrangements directed by varying regulations and policies, and lack of consistent data elements, leads to development of a sluggish, cumbersome procedure when public agencies in child welfare need to supply external stakeholders with data. Agency leaders establishing an efficient information management strategy must visualize a future for data exchange on public child welfare across systems, as well as beyond existing margins. For effective and efficient IM to occur, the overall responsibility of overseeing and implementing the IM strategy must be assigned at the topmost possible level, ideally at county, tribe, or state cabinet level. This model is called the Federated Model of Governance. This structure of governance maintains agencies' authority to handle program-specific IM strategies. Technological functions common to systems are directed at the topmost level. The model backs the principle that technology decisions are driven by programmatic needs (PPCWG, n.d a).

Decision- making process

Partners aren't always in agreement. The process to maintain partnerships should encourage opportunities to talk about and settle differences. It is indeed true for every partner, especially those who might also be recipients of services from partnerships. Who has authority and who makes decisions should be defined, and parameters in every partnership should be specified. In some cases, both partners take on all or some of the decision-making accountability and authority. It may be the case that, at particular instances in the field, the agency has to act alone to uphold its unique function -- that of a public agency- using a certain mandate. Particularly where decisions should be made with regards to child safety, maximum input is sought by the agency; however, it is legally in charge of making decisions pertaining to removal. Confidentiality, in legal issues, must be maintained where families don't voluntarily release information. Both decision-making and power, except with judges and courts at case level, has to be shared mutually among partners for effective achievement of consensus and partnership goals. This is especially true where (a) a fiscal relation exists between partner and agency for child welfare and (b) families, youth and children are involved in the partnership (PPCWG, n.d b).

Decision Making and Information Politics

If a firm decided to establish a help-desk from the bottom-up, the primary challenge would be how to make a good start. A clear mission, quantified service goals, and explicit allocations of budget will be the blueprint; however, as the popular expression goes, mistakes are usually made in the small details. One among the initial topics of concern that must be scrutinized closely is the help-desk's physical aspect- the physical design that service levels rely on - and the technologies that customers and staff will depend on (Bayan, 2003). The instruction is clear- establish a successful, efficient bottom-up help-desk. Double check the list of priority tasks, and make sure that most physical arrangements are looked after: ergonomic chairs, sound-controlled workstations, and wireless, hands-free sets are all ready; the help-desk application is configured expertly. If the above points were all that is required for ensuring high levels of productivity, the firm would be ready. However, the difficult component is the human element. Some recommended efficient and successful strategies required for every new help-desk manager to begin are listed below (Bayan, 2004).

1. Define your goals

The Marketing Director at AltiGen, Jim Puchbauer, stated that the very first question one must ask oneself is what the help-desk's goals are. The four most popular help-desk goals, as enumerated by him, are:

• To work with more customers

• Personalized handling of customer dealings

• To deliver expert interaction

• To make agents a traffic cop in resources. Much like librarians, agents point customers to other resources/areas from which they can find the required solutions

Puchbauer revealed that the above objectives could have contradictory ideals. According to him, expert interactions need agents who are more skilled, whereas a resource provider requires access to various kinds of information; however, he may not need to know everything. With well-defined objectives, suitable programs for agent-training and skill-based channeling competences will enable one to get the right call across to the right individual the very first time. All such situations have different agent expectations and will require varying tracking mechanisms. If technical expertise is offered, one should find out whether or not a customer was required to call back on the very same problem. If one's goal is handling several callers who have simple queries, one will hinge on a CRM application (customer relationship management) integrated into the help-desk structure. This CRM software will be crucial to tracking customer satisfaction and help-desk efficiency. Thus, as per Puchbauer, in evaluating performance on the basis of goal achievement, he would like to be capable of stating that their issue was 'X' as they weren't able to carry out 'Y'- now they can conduct 'Y'. As a result, customers were served more effectively, business processes have been simplified, and the team can measure and sustain success Bayan, 2004)

2. Understand your customer

President and CEO of ePeople, Anthony Lye states that a help-desk manager must start off by understanding customers as well as their environment. He explains that it is first essential to ascertain whether the help-desk takes process workers or knowledge workers. The latter are highly proficient analysts supporting complex services or products, while the former answer the more superfluous requests, which have comparatively simple solutions. Given the diverse customers served by the help-desk, Lye is of the view that knowledge workers must be evaluated on contribution, analysis of root cause, and correctness of answers, while process workers must be evaluated on call closure, call volume, resolution time, and response time. Further, Lye stated that help-desk managers must have tools for managing performance of the team. By highlighting competences, development needs, and keeping track of service levels, managers can attain satisfaction and service objectives (Bayan, 2004)

3. Hire the appropriate skill sets

Network administrator for Central Arizona's United Cerebral Palsy, Ray Zorz, highlighted the significance of assimilating the right proficiencies and talent for one's help-desk staff- this task also requires some talent. Zorz warns that in the process of team-building for a proprietary item, it is not always easy to find folks who are already knowledgeable on it. He suggests that one may find people to employ from one's customer base. In case of a generic help-desk that handles desktop support, he further suggests that an assortment of proficiency sets will prove useful. Eventually, they can all be cross-trained; however, it is beneficial to hire some having operating system skills, and some with desktop software aptitude. But, in Zorz's view, personality is the main attribute one must seek. For instance, he says that they employed several individuals from DeVry, but sought candidates having a background that required people skills- jobs where one works closely with society, like bank tellers and waiters; another good source is internal administration staff. He claims to turn many administrative assistants into first-rate support staff, and often, they are very loyal and grateful for being put onto a fresh career path. After forming the ideal team, one should constantly be alert and attentive. Help-desks require efforts as a team; the manager should inform team members concerning how the unit, and the individuals who constitute it, are being measured. He states that anomalies should be studied, their causes deciphered, and prevention measures worked out. However, these evaluations shouldn't just be based on numbers- some representatives will be quicker than others, some will receive more difficult issues to deal with, and at times, a rare occurrence will skew numbers. Finally, many representatives burn out taking call after call. Thus, if possible, something else should be figured out for personnel to do from time-to-time, such as a documentation project or quality assessment (Bayan, 2004).

Module 2- Discussion Question (1 page)

Information is political. Regulating information could be power. Assessment of data outcomes can significantly impact careers. People make money simply by being creators of data. Failing to recognize such situations can limit the career of inexperienced information systems professionals. Organizations, departments and people are all capable of creating different political systems for safeguarding and controlling how their information resources are managed (Finney, 2013). Relying on instructional technologies can impact short-term contractual personnel, who are supposed to employ new technology. Part-time workforce must then devote valuable time being trained in recent technology rather than carrying out crucial tasks. This can cause differential employment of individuals specialized in technology, loss of income and employment security, and potential damage to course content (Negotiating the Use of Information Technology for the University Environment, n.d).

The long-standing idea that IT has three key dimensions- people, technology and process- is true even today. Underlying every successful technological implementation is a set of talented individuals who ensure that everything happens as per specifications, for meeting the requirements of faculty and students. Recruitment and retention of exceptional staff having the required skills, knowledge, and attitudes isn't a simple feat. The needs of modern-day IT work-forces are poles apart from their past requirements. A wide range of skills sets are needed for fast-evolving roles. The IT field has always required professionals to retool and retrain for being capable of designing and supporting the newest technologies. Therefore, continuous technical skill evolution is nothing new. However, the models that provide and support technical services are fluctuating today. These changes necessitate personnel to be skilled at retooling, as well as capable of radically transforming their roles. Also, these roles demand an entirely new skill set. Retaining talented employees demands a philosophy of teamwork that encourages and supports individual and team growth. Management should foster an energetic workplace wherein individuals feel appreciated and diversity is treasured. Management should also understand that employees' job satisfaction views depend on collective experiences, which range from salaries to the organizational culture of water-cooler talks. Leaders should remember that all employees have unique communication methods and issues, therefore retention, at times, will mean one-to-one meetings to comprehend employee needs and assist them in realizing their role in the broader institutional and IT strategy. Members should feel involved with the firm and the mission it represents, and should feel that their efforts are aligned with something significant (e.g., mission); this gives them a sense of purpose, with which they will be more liable to stay dedicated to the organization. However, such long-standing commitments also bring with them the hope of continued career advancement and skill development opportunities (Grajek, 2015).