Modernization of Public Health Agency’s Patient Communications
Onboarding a new client and implementing the change management process
Client:
State Government Agency that focuses on Women, Infants and Children
Introduction/Background:
One of the projects I’m most proud of was winning an RFP with a client who wanted to completely transform how they communicated with their patients. The goal was ambitious — launch a fully automated communication system within six weeks — and we made it happen.
The scope included automated SMS, email, and voice calls to patients, plus a two-way encrypted chat feature with a secure API connection. We also built a centralized platform that allowed the client to view all traffic in real time, analyze chat interactions and keywords, and easily track engagement. Ultimately, the project helped the client modernize their outreach strategy, improve patient participation, and significantly boost overall satisfaction.
Methodology & Onboarding Preparation:
Before the onboarding phase even began, I made it a priority to identify all the mandatory tasks — the non-negotiables that had to be completed before moving into the next stage. Because this project involved a government agency, I knew we’d need to follow certain rigid procedures on their side, which meant a waterfall approach would be necessary for parts of the implementation.
At the same time, since this service was new to them, I also recognized that flexibility would be key. There were areas where we’d have to pivot quickly and operate in a more agile way as needs and feedback evolved. Balancing both methodologies ensured we stayed compliant and structured while remaining responsive and adaptable.
To keep everyone aligned, I reviewed the RFP scope and built an implementation RACI matrix that clearly defined all the key players, their responsibilities, and points of accountability during the project. I also prepared a detailed implementation plan that accounted for expected wait times on the client side — as well as testing and validation time on our end — ensuring the entire process ran smoothly and on schedule.
Kick Off:
When I first met with the client, I made sure we were all aligned by reviewing documentation that clearly outlined expectations on both sides. While a lot of information was already captured in the RFP, I’ve found it’s always worth confirming key details directly — it sets the tone for transparency and accountability right from the start.
During the kickoff meeting, after introductions, I walked the team through the confirmed deliverables and the specific services the client had contracted us for. Because this was an RFP project, the budget was already approved, but I reassured them that I’d be responsible for managing it carefully and ensuring we stayed within scope. I also set up weekly check-ins to keep everyone on the same page and to review progress, address outstanding tasks, and troubleshoot any issues early on.
Click to view the full Implementation Schedule
Retrospective:
After the go‑live date, I closely monitored the incoming data to see how the new programs were performing. As responses started coming in, we made small but meaningful adjustments to improve engagement. One example was when several participants asked about COVID‑19 protocols — we quickly added a link in our messaging that directed them to a webpage listing the latest safety guidelines. Simple updates like that made a measurable difference in patient satisfaction and trust.
On the InTouch side, we also conducted a post‑launch review to assess how the onboarding process went. We discovered that some communication gaps were happening when project team members forgot to update Asana tasks or mark them as complete. After discussing it as a team, we clarified expectations and immediately saw smoother collaboration on time‑sensitive projects.
Once onboarding wrapped up, the project transitioned into an ongoing maintenance phase. From that point forward, I monitored all programs monthly, reviewing response rates, delivery percentages, and overall engagement metrics. If anything looked off, I’d investigate and adjust either the timing or the messaging itself. I also compared their performance to similar clients, which helped identify benchmarks and set realistic goals for continuous improvement.
As the Customer Success Manager, I made it a point to visit the client in person twice a year to review their overall performance. During those meetings, I highlighted their successes, discussed areas for growth, and shared updates on new features or tools they could take advantage of. One of the biggest wins was a major increase in patient participation after adding text messaging — something they hadn’t done before, and it quickly became one of their most successful communication channels.