1. ESSC-AS Business Case (7-24-2013) ESSC-AS Business Case 7-23-2013 c
4. Problem Analysis
1. Business Case Objective, Priority, and Scope
Business case objectives:
1. Improve the Capabilities Maturity Model (CMM) of Easter Seals Southern California-Autism Services(ESSC-AS)
2. Remediate processes and technology through business process engineering.
3. Achieve Scalable, Repeatable, Documented processes with measureable ROI’s of Cost, Quantity and Quality.
Priority Within ESSC: This project is a high priority within ESSC-Autism Services as well as ESSC as a whole.
Affected Parties: All depts. within ESSC: Autism Services, IT, HR, Finance, Accounts Payable, Accounts Receivable, Treasury & Financial Planning
Lines of Service Involved: Currently only ESSC –Autism Services.
Dependencies: None
Easter Seals Southern California – Autism Services – Business Case
4a) Problem Statement
CMM is Low.
Autism Services is the process of delivering X number of individually designed, one-on-one, flexibly
scheduled, on -site treatment, to children diagnosed with Autism. The delivery is supported financially
through billing a health care provider for services rendered by ESSC employees and contractors. The
current revenue is Y
Managing resources from hiring through training as well as designing and implementing IT systems rests
upon a staff of x people. The current costs are Z
The short time frame for implementation of these services together with rapid growth necessitated an array
ad-hoc operational processes and system design in all departments throughout Easter Seals Southern
California (ESSC).
While the primary effort of delivering treatment to affected individuals has been exemplary, its scope and
capability is compromised by the impacted departments including Finance/ Accounting/Treasure, Payroll,
Billing, Intake, Scheduling. HR and IT
4c) Problem Type: Business Growth
Specific impacts include:
 Silo’ed processes (Example Too much Isolated decision making & out of context problem solving)
 Communication ( Example Improve communication across interdependent roles)
 Measureable and Documented Process ( Example Time wasted by non-repeatable or duplicated processes)
 Silo’ed Technology (Example Wasted time spend by developing, manipulating and integrating data from disparate
sources )
5. Root Cause Analysis – (5 Why’s) What is the cause for the current situation at ESSC-AS.
1. The large influx of new clients ESSC-AS most provide services to.
2. New hires
a. Training
b. IT support
c. Admin
3. No lead time for KP Contract compliance
4. Ad-Hoc requests for audit and reporting information across departments.
5. Demands for flexibility or changes to systems and processes.
4d) Strategic Impact (Vision)
Improved CMM will accommodate increased growth though scalable processes resulting in improvements such as enhanced
processing time from authorization through billing and payment.
Branding: Quality of Service
Organizational: Employee Moral
4b) BPE Model
- Business Process Engineering Flow (Attachment)
4e) Potential Solutions
 Develop processes and technology
 As perceived needs arise.
 With specific strategy
 Strategize on a cost benefit continuum by:
 Conducting an end to end process and technology documentation project which includes Time, Quality and
Quantity measures as well as a conversion into a prioritized implementation plan
 Perform BPE on a prioritized list of process and technology projects.
6. Business Benefits
Brief Description for ‘hard’ benefits only (conservative):
From candidate to new hire processes = (60 hires / month *10hours /hire (est.) *10% benefit = 60 hours /month)
Duplication / communication processes staff = (600 staff *37.5 hours/wk*4weeks *2%benefit= 1,800 hours/month)
Assumptions:
Estimated cost per hour: $25.00 USD
Implementing ¼ of benefits per 2 month iterations beginning 10/10/13
ESSC Review Date 8/14 9/6 10/10 1/6/14 3/28/14 6/23/14 8/18/14
Updated Bus. Benefits for
each ESSC Review
TBD TBD
$11,000
Approx
$44,000
Approx
$99,000
Approx
$176,000
Approx
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3. Executive Team
Beverlyn Mendez, Susan Berglund, Paul Osnes, Paula Pompa-Craven,
Terry McCormick
Authorized by ________________________________________
2. BPE Project Phases:
Indicate BPE Review (i.e. A-E) currently in? B
BPE Mgmt
Process Review
(Initiation)
Solution
Validation
(Transition)
Solution
Buildout
(Construction)
Future State
Proposal
(Elaboration)
Current State
Evaluation
(Planning)
A B C D E

2. ESSC-AS Business Case (7-24-2013) ESSC-AS Business Case 7-23-2013 c
7. Resource Plan – See BPE Org Chart
- Advisory Group (3 Members)
- Executive Team (5 Members) + Administration Assistant
- Project Management (3 Members)
- Operational Team (approx. 34)
8. Scope Management Plan
Operational
Scope of Effort
Example Autism Services Finance IT HR Total
Roles 1 Role 14 8 8 4 34
Tasks 3 42 24 24 12 102
Processes 3 42 24 24 12 102
Measurements 1-3 per Task 84 48 48 24 204
Key
Performance
Indicators
1-3 per Task 84 48 48 24 204
Kaiser SLA's 1 - 2 per Role 21 12 12 6 51
-
9. Financials: See SOW (work not to exceed 1,096 hours and a cost of $93,000 USD)
a) Cost per Phase
PM
Plan
BPE
Wkshp
Chng
Mgmt
As Is
State
To Be
State
ROI
Plan
ROI
Build ROI Validation
Cost
b) Estimated Total Project Cost and Project ROI (TBD)
Build 1 Build 2 Build 3 Build 4 Total
10. Risk Management Plan
Risk Mitigation Strategies
Scope of Documentation Effort  Train ESSC employees
 Onboard Additional Resources

Access to Subject Matter Experts (Roles)  Project Charter Communication
 Self-managed data capture
 Training?
Scope Change 

Schedule due to Scope Change 
 
 
High Risk Medium Risk Low Risk
11. Communication Plan
-
Message Audience Method Frequency Sender
Project Status: Reviews
available, Action Items/Issues,
Next Steps
Executive Team
Standing
Meeting
PK
Project Status: Reviews
available, Action Items/Issues,
Next Steps
Advisory Team
Detail Project Schedule and
Action Items
Operations Team
TBD Change Champions
-
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3. ESSC-AS Business Case (7-24-2013) ESSC-AS Business Case 7-23-2013 c
13. Current AS-IS Documentation Status 14. Current TO-BEDocumentation Status
12. Current Schedule
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15. Key Changes since Last Review
N/A