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: Deputy Executive Commissioner’s Office, Transformation and Engagement Division, and Strategy and Innovation Division. 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.

The 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

Through training, consultative services, and technical support, OTI enhances HHS team members' ability to improve processes 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

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.

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 on the HHSC Strategic Plans webpage.