When Change Becomes Transformation: A case study of change management in Medicaid offices in New York City

Kimberley R. Isett, Sherry A.M. Glied, Michael S. Sparer, Lawrence D. Brown

Research output: Contribution to journalArticle

Abstract

This paper examines the implementation of large, transformative change in the Medicaid offices in New York City to improve efficiency and consumer-friendliness. A bottom-up process was engaged to design and implement the needed changes from those who were most affected by the change. Key informant interviews and observational site visits were conducted to assess the extent to which the change efforts were successful. We found that the changes impacted both quantitative measures of success (such as client processing times and number of clients served) as well as less tangible qualitative indicators of success such as staff attitudes and office climate.

Original languageEnglish (US)
Pages (from-to)1-17
Number of pages17
JournalPublic Management Review
Volume15
Issue number1
DOIs
StatePublished - Jan 2013

Keywords

  • Change
  • human services

ASJC Scopus subject areas

  • Management Information Systems
  • Management of Technology and Innovation

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