Transcript Transforming Government Troy's presentation 6-17-10

Re-engineering Our Service Delivery Model
To Improve Customer Service
Troy Hutson, Assistant Secretary
Economic Services Administration
Babs Roberts, Director
Community Services Division

Accomplishments

The Path To Transformation
 Motivation
 Business Re-engineering

What Changed

Making It Happen
From
…
3-4 weeks
From
…
16-18
Days
To
…
5-30
minutes
To
…
0-4 Days
Reduced interview
wait times
Reduced
application
processing time
More than 50% of SDR offices processing same day
From…
96.2%
To…
98.2%
• Upfront quality reviews provide more accurate
benefits to families
• Based on targeted household composition
400 +
FTE
Capacity
Reduced
Data Entry
No Appointments
Standards &
Consistency
Cost Per Basic Food Case
Avg cases per SNAP FTE
Columbia River Office
FTE cost per case per month
1,400
$12.00
1,200
$10.00
1,000
$8.00
800
$6.00
600
$4.00
400
200
$2.00
0
$0.00
SFY08
SFY 09
SFY10
*SFY10 Includes organizational changes & scope changes (staff moved to CSC)

Finalist – American Business Award

Honorable Mention – Annual Citizens
Services Award

Presentation for the Governor’s Leadership Series

Consultation with other states

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
Indiana
Hawaii
South Carolina
Chicago ISM

Provides services and benefits that help people meet basic
needs and become self-sufficient

Ensures parents provide financial and medical support to
their children

Employs more than 4,500 staff working in about 60 ESA
offices and 80 federally qualified health centers across the
state

Partners with community-based organizations, Tribes, local
governments, community colleges, and other state
agencies to deliver services
One Department, One Vision, One Mission, One Core Set of Values
As of March 2010
Basic Food
483,000 cases
Food assistance for individuals and families with incomes up to 200% FPL ($28,000 for a
family of two). Typical Basic Food household is a single parent with one child, receiving
about $240 in monthly food benefits.
TANF
952,000 clients
$119 million
per month
66,000 cases
Cash, medical, and welfare-to-work services for eligible low-income families (82% of FPL).
Typical WorkFirst family is a single mom with two children receiving $434 grant, medical
assistance, $250 in Basic Food.
160,000 clients
$30 mill / mo
38,000 cases
Disability Lifeline
State-funded cash program for individuals without children who cannot work due to
impairment or disability. Cash grant of up to $339 per month; 93% receive Basic Food.
Child Care
$12 mill / mo
38,000 cases
Child care subsidies to help low-income families (up to 200% FPL) become self-sufficient
Medical
590,000 cases
40 Medical programs for low-income women, children, and families
Child Support
Child support collections, paternity establishment, and medical support orders assistance,
an important source of income for many low-income families
One Department, One Vision, One Mission, One Core Set of Values
353,000
$55 mill / mo
Guiding Principles
 Provide customer-focused service
 Empower and support staff
 Build strategic partnerships
 Demonstrate accountability
 Pursue innovation
Strategic Focus
 Basic Food access and payment accuracy
 WorkFirst Redesign
 Transforming service delivery and operational support
systems
 Strategic partnerships as the key to success
 Reduce hunger and poverty
One Department, One Vision, One Mission, One Core Set of Values
1,400,000
Caseload
1,289,428
1,200,000
Staffing
3,400
3,300
3,278
3,200
3,100
1,000,000
3,000
800,000
600,000
400,000
200,000
0
2,900
557,857
2,800
2,754
2,700
2,600
2,500
2,400
SFY00
SFY10
SFY00
SFY10
Basic Food caseload increased 300% since 2000
Staff decreased by 15%
Increasing caseloads, decreased staffing,
business processes that could not meet
demand, no $$

Inconsistent practices across offices

Culture of local office autonomy – But, WE are
different!

Case management model

Excessive policies/procedures

Redundancy
 Increased time a family
waits for benefits
 Increased case re-work
 Staff burn-out and
frustration
 Decreased staff morale
 High risk for penalties
Process reengineering
 Realigning staff
 Policy changes &
waivers


Consistent and cost-effective service
delivery

Increased access to services

Increased customer satisfaction

Reduced complexity

Improved working environment
Focused on the Walk of the Client
Through Our Services

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Intake
Verification and
eligibility determination
Maintenance
Case management and
social services
Call centers
Nov-09
Implement
Pilot
Offices
Oct-08 - Jun-09
Oct 2008
Apr-09
Jul-10
Statewide
Call Center
50% Offices
Converted
Conversion
Complete
Oct-10
Jun-09 - Oct-10
Design Phase
Jan-09
Feb-10
Implementation Phase
Jul-09
Oct-09
Jan-10
Apr-10
Jul-10
Oct-10
Oct 2010
Standard Scope of Services
Local Offices
Call Centers
• Application intake
• Basic Food
• Social Services
• WorkFirst
• Community Liaisons
• Child care & medical
programs
• Questions & Changes
• Single management
structure
Process Management
Lobby Flow
• Navigators
• Move staff to
meet
demand
• Process
measures
Standards
• Verification
• Narrations
• Eligibility reviews
• Communication
protocols
• Call menus
Same Day
Service
• No
appointments!
• Eliminate
interview &
document
backlog
Customer Driven Access
Customer
Choice
• Walk-in
• Mail-in
• Phone-in
• Online
Online
Application
• Apply,
recertifications,
changes
• Available in
lobbies
• Interfaced with
eligibility system
More Access
Points
• Community
partners
• Computers in
lobbies
• Fax servers
• Mobile CSO
• Benefit Portal
CSOs
Call Centers
• Client Check-In
• Narration Templates
• Central Fax Server
• Eligibility Review
Scheduling
• Interview Wizard
• Letter improvements
• Automated Client
Search
(screen pops)
• Virtual connections via
expanded network
• “Expert Agent”
• “Best service routing”
• Online application – CSO lobbies & partnership sites
• Expanded community partnerships (600+ Partners)
• Mobile Community Services Office (CSO)
1.
Ensure leadership commitment, starting at the top
 Make your commitment clear
 Commit the time, energy, resources, staffing, and budget
necessary
2.
Identify who can make it happen – innovative
solutions come from people who do the work
3.
Actively engage staff at all levels
 Re-engineering teams
 Communications
 Alternate options for input
4.
Apply strong project management and continuous
improvements concepts
Experienced project manager
Project charters, governance structure, plans, and timelines
Data for evaluation and measurement

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5.
Consider outside assistance and guidance

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6.
May get you there faster
Funding considerations
Build internal capacity/in-house experts
Involve your customers
7.
Map your business processes, identify problems,
and look for root causes
8.
Build-in quality
9.
Communicate, communicate, communicate
 Everyone’s responsibility
 Local level most effective
 Word-of-mouth very effective
10.
Stay With it!
 Change management concepts – prepare the way
 Things “get in the way” – budget, staffing, other
changes, outside influences – keep the goal in mind

Difficult in the best times – multiplied when
staff are dealing with unprecedented
workload increases, personal stress, and
other issues

Economic situation – amplifies the need for
change while making it more difficult

Incorporate the issues of public sector
agencies into the process, rather than
allowing those challenges to derail efforts
The Paradoxical Commandments of Government
1. The reward for doing good work is more work. Do good
work anyway.
2. All the money you save being more efficient will get cut
from your budget now and forever. Find efficiencies
anyway.
3. All the bold reforms you make will be undone by the next
administration. Make bold reforms anyway.
4. There is no time to think about improving what we do.
Make time anyway.
5. Employees may fight the change every step of the way.
Involve them anyway.
Ken Miller
Thank you…