1. January 13, 2006
Governance Process Team to Improve Business Engagement
Finding a common language and consistent processes is an ongoing challenge for KP-
IT and the KP health plan, hospital and medical teams that make decisions about IT
projects. Fixing gaps and creating the means for good communication with business
partners was the charter for the Business Engagement Organizational Effectiveness
(BE OE) initiative.
Governance Enhancements was one of the three key areas BE OE targeted. An initial
cross-Portfolio, cross-Regional task force determined that roles and responsibilities in
the PACs (Portfolio Approval Councils) and RACs (Regional Approval Councils) were
unclear. A common framework for Governance Processes and Practices and tools
were lacking. There were opportunities for clarification and improvement.
One result of the task force recommendations: the recent launch of a Governance
Process Team (GPT), accountable for improving common oversight practices and
tools across the RACs and PACs, creating a single point of contact for these activities.
Tackling Common Issues
Approved and sponsored by the KPPG (Kaiser Permanente Partnership Group) IT
Subgroup, this “virtual team” is hand-selected by the Regional Information Officers
(RIOs) and the Information Officers. Because GPT members are in the field,
representing their regions and portfolios, they can bring issues to the team and work
together to develop and implement improvements. They are enthusiastic about
participation.
“No one needs to be convinced that this is the right thing to do,” says Anne Barr,
Northern California RIO and BE OE sponsor. “Everyone on the team has a ‘day job,’
but they’re doing this because they understand its importance and believe in the work.”
Six existing RAC/PAC leaders will serve on the GPT Advisory Committee and will
review and recommend governance policies to the KPPG-IT subgroup. Hal Wolf,
Colorado’s RIO, will co-chair this Advisory Committee.
Managing the flow of information will be handled by Cameron Terry, who serves as
the GPT Process Manager.
Jim Crawford, Southern California RIO and BE OE program manager, stressed the
importance of collaborative teamwork. “We’re excited by the intensity and enthusiasm
of the project team. This momentum will certainly translate into the creation of
consistent processes, methods, and tool sets for project work.”

2. Business Partner Joe Houska, vice president and regional administrator, The
Permanente Medical Group, agrees. “The team will improve the flow of information
between PACs and RACs, and ensure the mutual understanding of the level of
commitment required for common systems,” he says. “This group will help align the
priorities between the regions and the PACs. Previously, they have sometimes worked
independently and have surprised each other with decisions. With some changes, we
should see significant improvement.”
In addition to the Governance Enhancements work, the two other tracks of the BE
OE—Solutioning Effectiveness and IT Strategic Planning—have plans in draft for
implementation early in 2006. For more information, see the BE OE Strategy page on
the Hub.