Office of Transformation and Innovation (OTI)

In response to recommendations from the Sunset Advisory Commission and legislation enacted by the 84th Texas Legislature (2015), the Health and Human Services (HHS) System 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 five teams: Transformation, Innovation, Process Improvement, Strategic Engagement, and Strategic Operations. 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, the Office of Transformation and Innovation will coordinate with impacted agency and division leadership, including the Office of Inspector General and Department of State Health Services, to ensure a smooth transition.

The Continuous Improvement Ideas Portal

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

OTI Training

Through training, consultative services, and technical support, OTI enhances HHS team members' ability to conduct process improvements and address the people side of change for the best success. The Continuous Improvement Academy training covers the foundational elements of Lean, Six Sigma, and other continuous improvement methodologies while teaching sound change management with a dedicated focus on emotional intelligence. OTI offers change management workshops under the banner Take the Surprise Out of Change where HHS employees can learn about the concepts, principles and practices of change management, and how to apply those to process improvement projects.

Support Services Agreements

These agreements bring transparency to the various services each HHSC administrative support area provides and clarify the business relationship support areas have with their HHSC and DSHS partners. The Support Service Agreements (SSA) ensure there are clear expectations between HHSC administrative support areas and their customers and that everyone understands each party's responsibilities in the business relationship. OTI manages the agreements and information for contacts, conducts surveys, and prepares an executive report to improve the SSAs process continuously.

Cross-Division Coordination Group

The Cross-Division Coordination Group (CDCG) consists of staff with strong connections to upper-level leaders and frontline staff across HHS. Members of this group work collaboratively to enhance coordination among the various programs and services within the HHS System. OTI manages and supports the ongoing efforts of the CDCG, serves as a facilitator, and provides administrative support to this critical group.

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

Learn more on the HHSC Strategic Plans webpage.