Post by account_disabled on Feb 12, 2024 3:39:09 GMT
Tips to Avoid a HealthCare.gov Mariah BastinMarch 22, 2016 This is the second blog post with Ruth Ann Dorrill, Deputy Regional Inspector General at the Office of the Inspector General at the U.S. Department of Health and Human Services (HHS), surrounding HealthCare.gov. Find the first blog on HealthCare.gov’s management challenges please here. The main issues behind HealthCare.gov stemmed from organizational failures, such as a prolonged policy process that didn’t address the operational needs of the project, lack of acquisition strategy, and issues in the implementation phase.
HHS compiled a case study, HealthCare.gov: of the Federal Marketplace, to look at those organizational challenges and unearth lessons learned. Dorrill sat down with Ghana Email List Christopher Dorobek on GovLoop’s DorobekINSIDER program to delve into how to manage big projects from the lessons learned through the first failed launch of HealthCare.gov. “After the breakdown, the Centers for Medicare and Medicaid (CMS) was able to improve processes and work better with contractors to be able to not only fix the website, but also to institute some broader organizational changes to avoid this kind of problem in the future,” Dorrill said.
A Changing Culture CMS needed to change their organizational culture if they wished to resolve the issues behind the failed HealthCare.gov portal. First, CMS had to acknowledge that this was a vastly different project than the ones they had done previously. “The Federal Marketplace was a different type of endeavor for CMS,” Dorrill explained. And since CMS hired private market expertise there was a “culture clash between old guard government programs like Medicare and the new private market.” As a result, CMS came into the second attempted launch of HealthCare.gov knowing that these relationships needed to be actively addressed and monitored, Dorrill furthered.
HHS compiled a case study, HealthCare.gov: of the Federal Marketplace, to look at those organizational challenges and unearth lessons learned. Dorrill sat down with Ghana Email List Christopher Dorobek on GovLoop’s DorobekINSIDER program to delve into how to manage big projects from the lessons learned through the first failed launch of HealthCare.gov. “After the breakdown, the Centers for Medicare and Medicaid (CMS) was able to improve processes and work better with contractors to be able to not only fix the website, but also to institute some broader organizational changes to avoid this kind of problem in the future,” Dorrill said.
A Changing Culture CMS needed to change their organizational culture if they wished to resolve the issues behind the failed HealthCare.gov portal. First, CMS had to acknowledge that this was a vastly different project than the ones they had done previously. “The Federal Marketplace was a different type of endeavor for CMS,” Dorrill explained. And since CMS hired private market expertise there was a “culture clash between old guard government programs like Medicare and the new private market.” As a result, CMS came into the second attempted launch of HealthCare.gov knowing that these relationships needed to be actively addressed and monitored, Dorrill furthered.