Presentation on theme: "Terre Penn Field Services Administrator Community Services Division Re-engineering During Economic Turmoil And Increased Workloads."— Presentation transcript:
Terre Penn Field Services Administrator Community Services Division Re-engineering During Economic Turmoil And Increased Workloads
DSHS Client Counts* Economic Services Medical Assistance Mental Health Alcohol & Substance Aging and Adult Services Developmental Disabilities Vocational Rehabilitation Juvenile Rehabilitation Washingtons Department of Social & Health Services Over 18,000 employees $21.3 billion biennial budget (35% of the States total budget) Over 2 million clients – 1 out of every 4 Washington residents *2008 Data
Document Management System Eligibility Determination System Case Management Client Interfaces Call Centers (SW Virtual) Benefit Portal (online app.) Answer Phone IVR (client info) Client check-in
Inconsistent practices Culture of local office autonomy – Our office is different! Caseload assignment model Excessive policies/ procedures Increased time a family waits for benefits High case re-work Staff burn-out and frustration Decreased staff morale High risk for penaltiesIMPACTS
Reduced interview wait times Reduced average days to process Increased Accuracy Same day benefit determinations
Ability to monitor operations in real-time. Ability to better manage work flow. Data driven decisions. Staff actively involved in ongoing process improvements – Kaizen!
New waivers to support business re-engineering: Face-to-face interview waiver Interview scheduling waiver Already in place: Categorical eligibility Simplified reporting Verify HH composition only when questionable and not verify shelter Standard utility allowance (low income heating & energy assistance program – LIHEAP)
How do you structure a project of this magnitude? Demand accountability? Add staff? Add technology? Risk sanctions? Reorganize?
70%-80% of clients are not there to apply anyway.
The key is to reconnect workers with value- added work. Enable workers to do 1-2 hrs worth of work in 1-2 hrs – not 30 days! Free the constrained resources
OLD MODEL = caseload assignment NEW MODEL = process management
Core Business Processes
Triage – not treating everyone the same First Contact Resolution Consistent set of business practices across offices to facilitate sharing of workload Reduced verification Applied active management
Leadership Commitment Strong project management Actively engaged staff at all levels Involved customers and advocates Design teams comprised of local office staff
AREABENEFITS Online Application110+ FTE capacity Same Day Service250+ FTE capacity Managing Client Flow (Triage)Faster processing times; Less client wait times Managing Case Flow Reduced Processing Times Standards140+ FTE capacity Statewide call center Economies of scale
Partnering Communicate, communicate, communicate! Outside assistance and guidance
Improvement Area$ Office Re-Engineered Processes$ 7,147,343 Call Centers 21,600,000 Subtotal28,747,343 Project Costs- 1,798,125 Estimated Total Savings$ 26,949,218 Traditional method to meet need (adding staff) = +$38 million
Difficult in the best times Economic situation – amplifies the need for change while making it more difficult Culture change takes time!
Reality Rising caseloads Decreasing budget Limitations of existing business systems Risks Our common goals
WHAT CLIENTS ARE SAYING
We never could have kept up with the increased workload. Standards help us know exactly what other offices are doing so we can respond to clients better. Everything is measured so you know exactly where you are.
Your operations are different… Laws Policies Technology Standards But our core processes (intake, verifications, and maintenance) are the same!
Project information: CALFRESH website This presentation plus resource material