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1 North Carolina Department of Health & Human Services 1 WSS & NC FAST Town Hall Briefing February 2013.

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Presentation on theme: "1 North Carolina Department of Health & Human Services 1 WSS & NC FAST Town Hall Briefing February 2013."— Presentation transcript:

1 1 North Carolina Department of Health & Human Services 1 WSS & NC FAST Town Hall Briefing February 2013

2 22 Agenda  Project Update  Spotlight Topics:  Reporting  Help Desk  System Performance and Performance Monitoring  Training  Reception  Case Routing, Work Queues, and Roles  Task Utilization  Universal Worker and Evidence Management  Next Steps and Best Practices

3 3 North Carolina Department of Health & Human Services 3 Project Update

4 44 P1 Update  All counties have gone to Hard Launch – Stage 1  98 counties have fully converted  Two counties remain to be converted in March  Mecklenburg  Forsyth  Supported 428,732 issuances for active FNS and SNAP cases in January, representing approximately $306M in FNS benefits issued since go-live  Received over 15,100 Help Desk tickets since go-live of which over 14,600 have been responded to and closed  Working to address open ticket backlog  NC FAST continues to provide On-Site Support (OSS) to assist counties through the transition

5 55 P1 Deployment Status

6 66 ePASS Update  ePASS should be able to accept applications for FNS beginning in March-April; specific date to be determined  Applications received will appear in the NC FAST online applications work queue  Supervisors will need to subscribe appropriate workers to the online applications and withdrawals work queues prior to ePASS upgrade  Specific details to come  Confirming an approach to “pilot” the new ePASS application functionality before widespread use  Counties will need to make a determination about how much they want to publicize the availability of this ePASS enhancement to the general public

7 77 P2&6 Overview  Detailed Design is complete  System development is well underway and is targeted to be completed in April  Training material development is in process  Will be delivered in 2 waves – similar to Project 1  Will rely more extensively on distance learning than Project 1  Test script development is wrapping up and test execution is in process  Would like counties to be involved in testing activities  Formal testing  Sandbox access

8 88 Wanted: Test Resources  Looking for at least 10 resources  Commitment Period: March 1 through June 15, 2013  Looking for 100% dedication to NC FAST  If not 100% dedicated, then specific allotted time period’s ex. 2/3 full days a week.  Seeking program knowledgeable, independent, problem-solving individuals to execute test scripts – predominantly in the areas of Medicaid and Special Assistance, experience with FNS/SNAP welcomed.  Preferred that resources be on-site throughout testing duration, MINIMALLY required to be on-site for 2 weeks at start of testing and for periodic check-points.

9 99 Health Benefit Exchange Update  North Carolina has elected to use the federal portal for initial intake of applications under the Affordable Care Act (ACA)  Applications received through the federal portal will be transmitted via interface to NC FAST  Health Benefit Exchange integration web-based training will be made available to all 100 counties in September 2013 in preparation for October 1 deadline to begin accepting ACA applications  Additional information will be provided in the next few months as the team analyzes implications of ACA on the counties

10 10 P4 Update  Received notification that DHHS did not receive US HHS Administration for Children and Families (ACF)/Centers for Medicare and Medicaid Services (CMS) federal partner approval to expedite NC FAST Project 4 –Children Services  DHHS will continue to work with ACF/CMS to clearly define the cost allocation methodology  DHHS management decided to suspend expediting the project  Will slow the effort until assured of 90/10 funding  Will be able to gear up quickly if DHHS gets positive results in the future  Appears that the process may take some time given the magnitude of federal partner questions  If approval is not received in time to expedite Project 4, Project 4 will return to its original implementation timeframe  Planned timeframe to implement Project 4 is now 7/1/14 to 6/30/16

11 11 Document Management  With the deployment of Project 2 and 6, document management functionality will be available through the evidence screens  Will support all case types in NC FAST  Use of NC FAST document management functionality is optional – yet encouraged  Counties will be responsible for procuring scanning hardware and software (usually bundled with the scanner)  Refer to January 7 communication on document management  Integration design document to be released within the next 60 days

12 12 P2&6 Implementation Schedule P2&6 Preparation Pilot Soft Launch Hard Launch Complete Roll Out January - MayJuneFall 2013Early 2014 WSS Town Hall Meetings Foundation Workshops WSS Leadership Summit Change Discussion Guide Reviews Readiness Assessments Training Development Testing Statewide Web- based Training Delivery Pilot Wave 1 Classroom Training Delivery Pilot Go-live with Applications Phase by Phase Web-based Training Delivery Phase by phase Wave 1 Classroom Training Delivery Rolling Go-live with Applications Readiness Assessments for Hard Launch Pilot Wave 2 Classroom Training Pilot Conversion Phase Web-based Training Delivery Phase by Phase Wave 2 Classroom Training Delivery Begin Rolling Go- live with Conversion and Recertifications Conclude Phase by Phase Wave 2 Classroom Training Complete Conversion Complete Statewide Implementation Note: The proposed P2&6 Implementation Schedule above is subject to change Optimization and Maintenance Continue system optimization Support system maintenance July-Sept

13 13 P2&6 Implementation Plan The implementation of P2&6 will follow a similar plan to that of P1, including the use of Pilot Counties and subsequent Phases of a Soft Launch and Hard Launch moving geographically across the state. Primary Pilot - 3 Counties Secondary Pilot - 11 Counties Legend

14 14 Implementation Approach  Pilot  June 17 – 3 primary pilots  Remaining 97 counties will see screen changes; Web-based training will be provided to address these changes  Soft Launch  July – September – Geographically focused  Focuses on applications for persons not on active EIS cases  Will need to convert historical person data out of EIS to support this; no going back to EIS during implementation  Health Benefit Exchange  Web-based training in September for all 100 counties  Able to take ACA applications on October 1; benefits start January 1, 2014  Hard Launch  September – February 2014; conversion of active EIS cases

15 15 Conversion Approach  Soft Launch  10 years of history including all IE segments and all associated data for persons on closed cases as well as providers and facilities will be converted from EIS  Converted twice a month by county in accordance with training schedule  Hard Launch  Pilot Hard Launch in September and begin statewide deployment in October  Active cases including 10 years of historical data and IE segments as well as pending applications will be converted  If the client has an existing FNS case in NC FAST, only additional data will be converted from EIS, no existing NC FAST evidence will be overwritten  The CNDS ID of the primary client will be used to convert and map cases into NC FAST, creating new Integrated Cases if one does not already exist  No income, resources or expenses, with the exception of medical expenses and life insurance, will be converted in the evidence dashboard  The amount of post-conversion cleanup that is required is expected to be less than during P1 but will vary depending upon the type of case  Cases will be converted from the caseworker’s EIS District Number in EIS to their NCID in NC FAST, keeping caseloads intact

16 16 Training Approach  1 day Foundation Workshops will be delivered in March-April 2013  Hands on planning session  Regional locations across the state  Practical work products to assist with county readiness for P2&6  P2&6 Training will be delivered in 3 primary segments:  Web-based Training – Delivered prior to classroom training waves  Also addresses system changes introduced at Pilot  Wave 1 Classroom Training – 2 ½ days prior to soft launch  HBE – Web-based training delivered in September 2013  Wave 2 Classroom Training – 2 ½ days prior to hard launch  Additional Web-based training scenarios beyond what is covered in formal training will be developed and posted in FAST Help.

17 17 North Carolina Department of Health & Human Services 17 Spotlight Topics

18 18 Reporting  A top concern among county users  Actions taken:  Coordinated a working session between NC FAST project team, DSS Reporting team, CSDW team, and select group of counties  Identified several “quick wins” to support pulling data out of CSDW  Continue to work with CSDW and DSS Reporting team to meet county needs:  Publishing reusable queries  “Data Dictionary” for CSDW  Clarifying how NC FAST dashboards pull data  NC FAST continuing to facilitate discussions between DSS reporting, CSDW and select group of counties  18,000 cases assigned to owners with “no access” role

19 19 Help Desk  Increasing coordination among Tier 1, Tier 2, County Readiness, and Training teams  Consolidating Tier 1 and 2 Help Desk under one roof  Considering rotating Tier 1 staff through a period of on-site support to increase understanding of county operations  Exploring options for increasing staff supporting Help Desk operations  Strongly recommend establishing a single point of contact at the county level for Help Desk contact  Reduces number of redundant tickets  Increases system knowledge at county level; promotes county- level troubleshooting  Provides county with a better sense of county support needs and staff progress up the learning curve

20 20 System Performance  NC FAST is aware that several counties are experiencing poor performance when using NC FAST  Performance monitoring software has been made available to all 100 counties and is in the process of being installed  Many performance issues have been tied to county bandwidth issues  The project has encountered a few instances of performance issues on the central servers which have been resolved  Project leadership monitors system performance throughout the day and will seek to proactively notify counties when performance degradation is identified  Counties should consider implications of adding additional Project 2 and 6 users on overall county network performance

21 21 System Monitoring Status  Still need performance monitoring software installed in the following counties:  Guilford  Perquimans  Scotland  Wilkes

22 22 Reception  All counties must begin utilizing Reception functionality with deployment of Project 2 and 6  Must begin using Reception at county soft launch  Use of Reception required to meet federal Medicaid reporting requirements  Should consider suspending further use of county Reception work management systems, unless there is a compelling reason to continue their use

23 23 Case Routing, Work Queues, and Roles  Once a transaction is recorded at Reception, the Reception worker must either assign the task to a work queue or a specific worker to move it along the process  Supervisors currently have the ability to subscribe users to work queues  Will need to subscribe staff who will process ePASS applications to work queues prior to ePASS upgrade  Instructions for subscribing workers or units to work queues can be found in FAST Help  A few additional security roles will be added with Project 2 and 6  No major changes in direction  The intent is to continue to support and work towards a Universal Worker concept  Workers who fill multiple roles will need to continue to have their security roles changed to match current duties

24 24 Task Utilization  NC FAST does not support “case banking”  Confusion may result from the term “task management”  In the WSS context, “task management” has sometimes been used synonymously with “case banking”  Confusion may arise because NC FAST does support the management of caseloads through system generated tasks  Bottom line: Workers must be assigned to cases to receive important alerts and reminders which are sent to the case owner via system-generated tasks  Refer to DCDL dated February 8, 2013

25 25 Universal Worker  NC FAST is being designed, and security roles are being configured, with the vision that one worker manages a household  Project 2 and 6 will not have program-specific security roles  Additional roles may be added, but the same eligibility worker and eligibility supervisor roles will be leveraged across programs  A single integrated application (IEG) drives the need to adopt an integrated interview with customers  In most cases, evidence is managed at the integrated case level  Changes will ripple across all product delivery cases within the household  Counties need to plan ahead for this transition  Long Term Care and Adult Care Homes could continue to be maintained by a siloed team, since there is usually only one program per household

26 26 Evidence Management

27 27 North Carolina Department of Health & Human Services 27 Next Steps and Best Practices

28 28 System Functionality Impacts  With the deployment of Project 2 and 6, brand new functionality as well as enhancements to the existing NC FAST will be released:  Screening for all economic service programs can be done in NC FAST  Additional questions in the Intelligent Evidence Gathering (IEG) interview script  New evidence types will be available in the evidence dashboard  Reception function must be used to adhere to Medicaid reporting requirements  Smart Panel will be activated to provide guidance to caseworkers  Supervisor Dashboard reports will be enhanced to show data for multiple programs  Multiple Product Delivery Cases if clients receive more than one benefit or service  Changes to evidence may impact all Product Delivery Cases for a client and subsequently drives the need to adopt a Universal Caseworker.  Counties will have the ability to begin attaching documentation, such as the required verifications, directly into NC FAST  NC FAST will automatically generate important tasks for caseworkers to work in order to keep cases current

29 29 Preparation Activities  Create NCIDs for all users, ensuring each has the dhhs_ncfastprd_user role enabled on their NCID  Ensure that all cases are assigned to real workers in EIS so they can be mapped to NCIDs in NC FAST at conversion  EIS District Worker Number is the source field in EIS for mapping  Displayed as “District” on screen in EIS  Validate the EIS district number to NCID mapping  Complete the cleanup of any cases identified in the pre-conversion reports  Ensure that all computers and networks meet the published minimum system requirements

30 30 Best Practices  Expose Medicaid and Work First staff to FNS; consider cycling new hires through FNS prior to staffing in another program area  Cross-train staff on policies and concepts for all programs  Consider organizational changes to support a transition to a Universal Worker Model:  Establish a common intake unit  Explore creation of multi-disciplinary teams to support caseloads so staff have easy access to people with knowledge across all programs  Consider any potential job reclassifications that may be required  Determine if any physical changes to your DSS office are required  Fill all vacant positions and eliminate all case processing backlogs  Create a budget for overtime and/or temporary staff  Actively participate in all NC FAST preparatory activities

31 31 Best Practices (cont’d)  Establish one point of contact with the Help Desk  Get involved in Project 2 and 6 testing activities  Plan ahead for network and hardware upgrades, based on Project 1 experience  Consider impacts of utilizing Document Management on network performance  Reconsider need to purchase document management software  Reconsider use of Reception functionality in the near term to get familiar with the functionality  Align certification periods between FNS and Medicaid cases

32 32 Next Steps  Review Change Discussion Guide – to be mailed in the next few weeks  Attend Foundation Workshops  Purpose: Day long planning workshop focused on defining action items stemming from review of Change Discussion Guide  Timeframe: March/April 2013  Audience: Focused on leaders and decision makers  Location: Regional sites across the state  WSS Statewide Conference  April 22-23 in Raleigh  Readiness Assessments  Pre-Soft Launch  Pre-Hard Launch

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