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TRANSFORMING GOVERNMENT
Terre Penn Field Services AdministratorCommunity Services Division
Re-engineering During Economic Turmoil
And Increased Workloads
Background
ABOUT THE DEPARTMENT
1,616,320
1,278,870
209,135
130,625
72,694
72,307
40,642
25,066
3,455
Children’s Administration
DSHS Client Counts*
Economic Services
Medical Assistance
Mental Health
Alcohol & Substance
Aging and Adult Services
Developmental Disabilities
Vocational Rehabilitation
Juvenile Rehabilitation
Washington’s Department of Social & Health Services
Over 18,000 employees
$21.3 billion biennial budget (35% of the State’s total budget)
Over 2 million clients – 1 out of every 4 Washington residents
*2008 Data
Growth
Basic Food 1,033,000 clients | $131 mil. / mo.
+78%
TANF 170,000 clients | $31 mil. / mo. +33%
Disability Lifeline 38,000 cases | $12 mil. / mo. +25%
Child Care 74,000 cases +28%
Medical 608,000 cases +11%
TECHNOLOGYFOUNDATION
Document Management
System
Eligibility Determinatio
nSystem
Case Manageme
nt
Client Interfaces
Call Centers(SW Virtual)
• Benefit Portal (online app.)
• “Answer Phone” IVR (client info)
• Client check-in
The Path to Transformation:
MOTIVATION
IMPACT OF ECONOMIC DECLINE
S S S S S S S S S S S
500,000
600,000
700,000
800,000
900,000
1,000,000
1,100,000
1,200,000
1,300,000
2,000
2,200
2,400
2,600
2,800
3,000
3,200
3,400
Total Caseload to Staffing ComparisonFiscal Years 2000--2010
Tota
l C
ase
load
Tota
l S
taffi
ng
Staffing
CaseloadHir-ing
Freeze
STATE OF AFFAIRS
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 penalties
IMPACTS
CRISIS OPPORTUNITY
3-4 weeks 5-45 min.
Reduced interview wait times
14-18 days 4-8 days
Reduced averagedays to process
96.2%97%
Increased Accuracy
<20%> 90%
Same day benefit determinations
Additional Benefits
Ability to monitor operations in real-time.
Ability to better manage work flow.
Data driven decisions.
Staff actively involved in ongoing process
improvements – Kaizen!
The Path To Transformation:
Our Approach
REDESIGNING THE SERVICE DELIVERY MODEL
APPROACH:1. Business
re-engineering 2. Policy changes &
waivers3. Realigned staff
1. Business Re-engineering Project
Formal project Steering Committee Goals/Guiding Principles Customer, advocate and staff input
2. Policy Changes
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)
3. Staff Re-alignment
Eligibility Workers: 48% 56% Reduced clerical staff eligibility workers Reduced social services staff eligibility
workers Attrition change job classifications Union collaboration
Where Do You Start?
How do you structure a project of this magnitude?
Demand accountability?
Add staff? Add technology? Risk sanctions? Reorganize?
Most Clients Shouldn’t Be In Our Offices In The 1st Place!
70%-80% of clients are not there to apply anyway.
We couldn’t complete it on the first tryWe were late
renewing
We take too long
Our Capacity Is Severely Limited
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
We Needed A New Business Model
OLD MODEL = caseload assignment
NEW MODEL = process management
A NEW FOCUS
Core Business Processes
WHAT CHANGED…
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
Keys to Re-engineering :
STRATEGIES & TACTICS
1. PROJECT STRUCTURE
Leadership Commitment Strong project management Actively engaged staff at all levels Involved customers and advocates Design teams comprised of local office
staff
2. PROCESS CHANGES
AREA BENEFITS
Online Application 110+ FTE capacity
Same Day Service 250+ FTE capacity
Managing Client Flow (Triage)
Faster processing times; Less client wait times
Managing Case Flow Reduced Processing Times
Standards 140+ FTE capacity
Statewide call center Economies of scale
Keys to Re-engineering:Making It Happen/
Lessons Learned
MAKING IT HAPPEN…
Partnering Communicate, communicate,
communicate! Outside assistance and guidance
Return On Our Investment
Improvement Area $
Office Re-Engineered Processes
$ 7,147,343
Call Centers 21,600,000
Subtotal 28,747,343
Project Costs - 1,798,125
Estimated Total Savings $ 26,949,218
Traditional method to meet need (adding staff) = +$38 million
Reduced SNAP Costs
SFY08 SFY09 SFY100
2,000
4,000
6,000
8,000
10,000
12,000
14,000
$-
$20
$40
$60
$80
$100
$120
$140
$160
7,153
12,071 $136
$109
$64
Average Cost Per SNAP FTEAverage Cases per SNAP FTE Average Cost per SNAP FTE
NOT WITHOUT CHALLENGES
Difficult in the best times Economic situation – amplifies the need for change while making it more difficult
Culture change takes time!
FROM AN EXECUTIVE’S PERSPECTIVE… Reality
Rising caseloads Decreasing budget Limitations of existing business systems
Risks Our common goals
WHAT CLIENTS ARE SAYING
WHAT STAFF 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.”
ADAPTING TO YOUR ORGANIZATION
Your operationsare different…• Laws• Policies• Technology• Standards
But our core processes (intake, verifications, and maintenance) are the same!
RESOURCES AVAILABLE
Project information: www.dshs.wa.gov/servicereform
CALFRESH websiteThis presentation plus resource material
Thank you…