Two Sponsors are Better than One
By Chandra DeSimone, Strategic Project Manager with the Colorado Department of Human Services
March 16, 2021
To move forward, we often need to first understand where we’re starting. That was the case for the Veterans Community Living Centers (VCLCs). The Colorado Department of Human Services (CDHS) supports people and families by connecting them with assistance, resources and support at every stage of their lives. We are “the people who help people.” Within CDHS, VCLC leadership oversees five resident-centered long-term care and supportive living environments that serve honorably discharged veterans, their spouses/widows, and Gold Star parents of children who died while serving in the armed forces. Early in 2020, there was a focused effort to move a bill through the legislature requiring the VCLCs to commission a thorough needs assessment to identify both present and future needs of our veteran population throughout the state. Although the bill did not pass, the leadership team at CDHS determined that it was in the best interest of the veteran community and residents of the VCLCs to move forward with the study.
In Best Practices in Change Management, a study conducted by change management leader Prosci, participants repeatedly identified active and visible sponsorship as a key contributor to successful change initiatives and projects. In this, the Needs Assessment project team found that having two sponsors working closely together compounded the project’s success exponentially. How can that work?
For this project, Yolanda Webb, director of the Office of Adult, Aging and Disability Services (OAADS), served as the executive sponsor, and Elizabeth Mullins, director of the VCLCs, served as the division sponsor. “This provided our project team with a unique opportunity to navigate the political climate surrounding the project as well as provide close communication and leadership with the facilities being impacted,” Project Manager DeSimone said.
There are three roles and responsibilities for sponsors -- called the ABCs of effective sponsorship -- that have the most positive impact on project success, according to Prosci. Our sponsors embodied these as follows:
Actively and Visibly Participate Throughout the Project: Webb participated in monthly debriefing meetings with the project team where successes, challenges and supports needed were discussed. She led the charge by getting information from the senior executive team and providing feedback along the way. Mullins participated in bi-weekly meetings in order to provide guidance and instruction to the project team regarding current issues and feedback on decisions. She responded quickly to questions and ensured that the project team had the resources they needed to make progress despite several setbacks.
Build a Coalition of Sponsorship: Webb regularly connected with the department’s senior executive team to facilitate conversations and communication during each phase of the project. She mobilized them into action when pressing issues or concerns needed attention. Mullins served as the voice and champion for the administrators and front-line staff within the VCLC facilities. She brought concerns from these key staff to the attention of the project team and advocated for their needs. In turn, she was able to gain the support of those who were initially resistant to the project.
Communicate Support and Promote the Change. Through their active participation and leadership, both Webb and Mullins engaged staff at all levels in the discussion and development of work products. They explained the drive for completing the needs assessment project and provided key updates as the project progressed. Staff were informed and consulted throughout the lifecycle as a result of their efforts.
As a result of Webb and Mullins’ effective sponsorship, the project was completed on time and with support from the senior management team as well as direct-care staff. The two sponsors tag-teamed their roles and responsibilities with ongoing communication. Engaging staff along the way paved the path for acceptance of the final outcomes. The needs assessment project is the starting point for a larger conversation for years to come. The final report produced strategies that may greatly impact the future operations of the facilities. Effective sponsorship from the onset will provide continued success as the team transitions into operationalizing the plan.
For more information about our Veterans Community Living Centers, please visit https://cdhs.colorado.gov/our-services/older-adult-services/veterans-community-living-centers.