Office of Transformation and Innovation (OTI)

In response to recommendations from the Sunset Advisory Commission and legislation enacted by the 84th Texas Legislature (2015), Health and Human Services (HHS) was reorganized to produce a more efficient, effective, and responsive system. These extensive changes are commonly referred to as "Transformation." Although the organizational changes required by statute are largely complete, the Office of Transformation and Innovation (OTI) works to promote and enable an efficient, accountable, and data-driven organization as envisioned by the Legislature.

OTI includes three divisions: OTI Operations, Process Excellence and Strategy, and Continuous Improvement Programs. OTI's overarching goals are to improve and strengthen communication across the system and identify and implement actionable, tangible improvements in the daily operations of HHS employees, improving service delivery outcomes and enhancing Texans' health and safety.

OTI’s divisions collaborate with all areas of the Health and Human Services Commission (HHSC) and the Department of State Health Services (DSHS) to identify, develop, and implement transformative and improvement initiatives across HHS. OTI provides expertise in the following areas:

  • Identifying, implementing, and supporting process and system improvements.
  • Facilitating coordination across HHS agencies and divisions.
  • Promoting a culture of continuous improvement through training, consultative services, and technical support to build process improvement expertise throughout HHS.
  • Applying a structured approach to change management to promote participation and buy-in.
  • Planning and facilitating ongoing transformation activities within HHS.
  • Developing and managing the HHSC strategic planning process.

Learn more about the work OTI performs in the OTI Year in Review.

Ongoing Initiatives

Below are several ongoing initiatives led by OTI impacting how HHS does business. For more information about a particular initiative, please email OTI.

Substantial Organizational Changes

A substantial organizational change is defined as any change to an HHS agency that would create or eliminate an agency or division, transfer or consolidate an agency, division, program, or department with greater than 50 employees, or any other major structural change that executive leadership determines necessitates approval.

In the event of a legislative or executive mandate for a substantial organizational change to the HHS structure, OTI will coordinate with impacted agency and division leadership, including the Office of Inspector General and DSHS, to ensure a smooth transition.

HHS Strategic Plans

Strategic planning is more than just a statutory requirement – it helps agencies establish a vision and direction for long-term success. The process aligns everyone's efforts and is linked to operational planning for the best results.

OTI manages the HHSC strategic planning process and helps executive, division, and program leaders develop goals, objectives, and strategies that align with the system’s vision.

Learn more about the HHSC Strategic Plans.

Support Services Agreements

The Support Services Agreements (SSAs) bring transparency to the various services each HHSC administrative support area (ASA) provides. These agreements clarify the business relationship ASAs have with their HHSC and DSHS partners, and ensures the expectations are clear and all parties are informed of their respective responsibilities.

OTI manages the SSA process, maintains the agreements and contact information, conducts annual surveys, and prepares executive reports to provide transparency and promote continuous improvement.

Cross-Division Coordination Group

The Cross-Division Coordination Group (CDCG) consists of staff with strong connections to senior and executive leadership and frontline staff across HHS. CDCG members work collaboratively to enhance coordination among the various programs and services within HHS.

OTI administers and supports ongoing CDCG initiatives, serves as a facilitator, and provides administrative support to this critical group.

Continuous Improvement Ideas Portal

Texas Government Code §2054.1264 (Posting of Cost-Efficiency Suggestions And Ideas On State Agency Website) requires all Texas state agencies exceeding 1,500 employees to “post on the agency's intranet website or generally accessible Internet website an electronic form or link allowing an employee of the agency to submit suggestions and ideas on how to make the agency more cost-efficient.” Further, HHS is required to allow the public to vote for their favorite ideas from among those submitted.

The Continuous Improvement Ideas Portal allows employees to suggest ideas for cost savings and business process improvements throughout HHS. Each quarter, the public may vote on their favorite idea using an online form on the Process Improvement page.

OTI manages the portal and the process, including referring ideas to the most appropriate business or program areas to consider feasibility and implementation.

OTI Training

OTI provides HHS team members with opportunities to enhance their skills in process improvement and change management through comprehensive training programs, expert consultative services, personalized mentorship experiences, and specialized technical support.

The Continuous Improvement Academy covers the foundational elements of Lean, Six Sigma, Theory of Constraints, and other continuous improvement methodologies while teaching sound change management practices.

The Continuous Improvement Passport Program offers a flexible learning approach for HHS team members who cannot commit to the Continuous Improvement Academy training schedule. Each workshop is crafted to equip staff with practical tools and strategies for immediate use.

The Take the Surprise Out of Change workshops offer HHS employees an opportunity to learn about the concepts, principles, and practices of change management, and how to apply those to process improvement projects using OTI-developed tools.

Continuous Improvement Community of Practice

The Continuous Improvement Community of Practice unites change champions, practitioners, and advocates from multiple backgrounds and roles across HHS. This collaborative effort is open to HHS team members to share insights, innovative ideas, and best practices to drive continuous improvement adoption. The community's purpose is to inspire change, reduce waste, and increase efficiencies across departments and processes in HHS.