{"id":29580,"date":"2022-10-13T06:37:02","date_gmt":"2022-10-13T10:37:02","guid":{"rendered":"https:\/\/orangeslices.ai\/?p=29580"},"modified":"2023-01-05T05:29:17","modified_gmt":"2023-01-05T10:29:17","slug":"winning-in-support-of-work-that-matters-at-cms-cdc","status":"publish","type":"post","link":"https:\/\/orangeslices.ai\/winning-in-support-of-work-that-matters-at-cms-cdc\/","title":{"rendered":"Winning in Support of Work that Matters at CMS, CDC"},"content":{"rendered":"
We recently caught up with Rohan Bhobe, Chief Executive Officer with Nava to discuss the company\u2019s recent wins, their unique approach to pursuing opportunities and partnerships, advice to small business and what the future holds. <\/em><\/p>\n As a Public Benefit Corporation<\/a>, Nava is careful about its pursuit of opportunities, avoiding the lens of\u00a0 winning or simply being able to deliver on the work, and instead focusing on whether the outcomes will be valuable if done well. Rohan says, \u201cIf we think we can win, know we can deliver, but cannot make a case internally that the project will transform service experiences, program outcomes, or make agencies more adaptable, the project is not right for us.\u201d<\/p>\n Recent wins, including a\u00a0two-year, $17.6 million\u00a0prime contract to support the CDC in designing, building, and operating\u00a0ReportStream,<\/a> and both a five-year, $23 million prime contract\u00a0with CMS for their Care Choice Experience 2.0 (CCXP2)<\/a> initiative, and a $16.8 million prime contract working with CMS to provide infrastructure operations and site reliability services for Medicare Payment System Modernization\u2019s (MPSM)<\/a> all fit that bill.<\/p>\n Understanding that even the largest companies cannot do it all on their own, Nava has always sought partners from a dual lens of capabilities, and the potential for shared culture across organizational boundaries.<\/p>\n From the culture view that means implementing due diligence that considers how decisions are made during the course of performance and whether those paths will align. \u201cWinning is just the beginning and may take a year, then you may have five years of performance. We need to understand, when decisions will be made down the road, whether they will turn towards optimizing profit or outcomes.\u201d<\/p>\n Benefitting from the insights of its own early partners and in the interest of expanding the number of capable firms that provide government with the best options for value, Nava now serves as a mentor to multiple partners.<\/p>\n Just as it does when selecting project partners, Nava does its due diligence when selecting proteges, asking open ended questions that will lead to a clear understanding of a potential partner\u2019s authenticity. Beyond relying on the company\u2019s verbiage, Nava gathers feedback from others who have worked with the team seeking confirmation and support for their decision.<\/p>\n Nava has seen firsthand in its relationships with government partners the accountability they are bound by and works to ensure its mission alignment, so this is part of what it communicates broadly.<\/p>\n Other advice includes not trying to take on the world. \u201cThere is complexity to government programs which is more difficult than many assume. We recommend small businesses give themselves an incremental path to learning about a program and to building itself and its team.\u201d<\/p>\n Nava has been intentional about its own growth, avoiding traps that can impact quality. Growing and building with intention produces a healthier business and a more responsible player in the long run.<\/p>\n Nava has also been deliberate in its hiring and in the culture it has focused on. \u201cFor a mission like ours, we need the best team. We go to great lengths to attract quality talent and then ensure they work amidst a culture that supports their understanding of what we pursue and why and how their role supports making that all real.\u201d<\/p>\n Nava is also deliberate and focused about its goals around diversity, driving towards a staff that reflects more authentically the communities it serves. Public goals, which are reported on annually, include being a majority minority company by 2025.<\/p>\n Beyond reporting the numbers and planning for diversity, Nava has established a series of Employee Resource Groups<\/a> that support a consultative and participatory process and ensure an environment that supports the whole of the Nava team.<\/p>\nSuccess in Pursuit of Work that Matters<\/strong><\/h3>\n
Partnerships are Critical<\/strong><\/h3>\n
The Protege Opportunity<\/strong><\/h3>\n
Advice to Proteges<\/strong><\/h3>\n
Intentional Culture<\/strong><\/h3>\n
Employee Resource Groups<\/strong><\/h3>\n