Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Ism presentation 2010

337 views

Published on

  • Be the first to comment

  • Be the first to like this

Ism presentation 2010

  1. 1. New York’s TransformationalApproach for Enhancing HumanServices Operational EfficiencyA Collaborative Effort Among OTDA,DOH and OCFS OTDA – Office for Temporary and Disability Assistance DOH – Department of Health OCFS – Office of Children and Family ServicesAugust, 2010Daniel C. Chan, Ph.D.Chief Information OfficerOffice for Temporary and Disability AssistanceDaniel.chan@otda.state.ny.us 1
  2. 2. Agenda•  New York’s Human Services Landscape•  Challenges•  Approach•  Interim Accomplishments•  Lessons Learned 2
  3. 3. State Supervised & Counties Administered 330 miles57 Local Districts + NYC~ Population of 20M~ 5M recipients & ~$52B annual benefits 373 miles
  4. 4. Steep Increase for Food Stamp CaseloadNumber of Recipients 22% increase Year 4
  5. 5. High Expectations for Providing Quality and Cost-Efficient Health Care 2014 Plan by 11/2010 If enacted, implement by 2016 5
  6. 6. Unprecedented Challenges Demand New Ways of Doing Things People Process Design Build Maintain• Manage multiple priorities• Broader set of skills required • What you see is what you get • Business Analysis, System • Reproducible & repeatable Modeling, Performance • Minimize variation Management, Influencing & Social • Outcome oriented Technology • Business Driven • Simple & Agile • Allow ease of exit • Interoperate 6
  7. 7. A Structured Approach to Deliver Timely Measurable Business Values Business Objectives + Operational ChallengesOrganizational Structures Cumulate & Validate As-is To-be BusinessProcesses & Functions Technology A holistic view of enterprise Platforms Perform due knowledge and assets for informed diligence decision making SMART outcomesSMART: Specific, Measurable, Attainable, Realistic and Timely 7
  8. 8. Enterprise ArchitectureDefine Business Goals & Provide Delivery MechanismProject & Change Management Caring and Feeding
  9. 9. Business Process ReengineeringProcess Improvement Source: Leon Kappelman
  10. 10. Human ResourcesOrganization DesignJob Design Source: Leon Kappelman
  11. 11. Governance and EA Work Together to Achieve Business Goals with Targeted Technology Enterprise-scale Architecture Vision business process analysisTOGAF Architecture Business ChangeProcess Management Architecture Implementation Shared Information Governance Systems governance Architecture responsibility Migration Planning Technology Architecture Opportunities and Solutions 11
  12. 12. Collect Comprehensive EnterpriseInformation for Making Informed Decisions Interviewed over 100+ people • Front Line Workers • Supervisors27 Programs in total • Managers• 18 DOH • Commissioners• 6 OTDA …from 5 counties & NYC• 3 OCFS Interviewed over 50+ people • Subject Matter Experts • Policy Experts • Program Managers • Agency Executives …from OTDA, DOH and OCFS 12
  13. 13. Voice of the ‘Customer’ Local District Advisory BoardMembership: • Local District Commissioners Albany   Monroe     • State Program Directors Chautauqua     Nassau    Role: Delaware     Oneida       • Provide insight and input on Dutchess     Onondaga     program work products Erie     Orange     • Act as an advocate Franklin     Schoharie     • No voting power HRA     Seneca    Time Commitment: Jefferson     Suffolk   • Monthly phone conferences Madison     Westchester     • 3 Regional Sessions 13
  14. 14. Identified Ten Functional Areas from First Client Contact to Case Closure (As-is) First Services/ Eligibility Screening Intake Verification Benefits client Determinationcontact Delivery Fair hearings Caseload Case Case Closure Referrals and appeals Management Management 14
  15. 15. One CentralRepositoryfor all modeling5 Districts +NYCGenerated: Over 1800 as-is diagrams Over 2500 Steps & Tasks Over 233 Software Applications Over 300 newly identifiedrequirements …and growing! 15
  16. 16. Iterative Process to Establish High-Value Opportunities and Return on Investment Activity Definition Requirements Traceability Matrix Functional Models Organizational Models Issues Insight ValueScope & Context CreationBusiness Objectives Roles Key Performance Indicators 16
  17. 17. •  Automate screening and intake Process•  Improve cross program information exchanges•  Enhance system of record interface capabilities•  Expand/Enhance the utilization of existing imaging systems•  Develop/Improve internal district training materials•  Improve access to verification data 17
  18. 18. •  Web Portal•  IVR/Call Center•  Rules Engine•  Document Management•  Workload & Case Management 18
  19. 19. R % of processing time per step ec ei ve FS D 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 0% et ap er m pl ic in at e io ty pe n C of re ap at e pl ic in at te io rv n ie w ap po Pl Se i nt ac e nd m co ap en py po t int Screening = 21.5 mins of ap m po en td in tm et ai en ls R ti n em f il ov in C e gCumulative % total time ha fi l ca ng es bi e ne fro t pr oc m fil es in s g an ca d bi w ne or ke t G rI D iv in e to SW ap A Intake = 5.03 days pr T op ria te ex am R in ev er ie C w on th du e ca Total = 18.14 days ct se FS fil el e ig Se ib nd il it y ou in td te rv oc ie C sh w om ee pl tt et o e 11.7 days ap no pl rm ic al an t Verification = ca se pr oc C es om R si m ev ie ng it w to ov ca se Food Stamp Applications er ni de gh ta tb il s at Eligibility 1.32 days ch (n or m al ap p) Determination = 0% Sample Processing Time for “Normal” 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 19
  20. 20. Simulations Identify High Impact Opportunities for Reducing Processing Time (there are other success measures) Applications As-Is Scenario B Scenario C Type Normal 1.42 1.56 8.67 Expedited 0.71 1 1 Scenario B: Automate Screening and Intake Scenario C: Removing waiting time in verification activities CpK = Nearest Specification Limit – Mean Average of Current Process 3 x standard deviation HighlyNot controlled & unpredictable Controlled & Predictable controlled & predictable 0.5 1 1.5 2 1.33 20
  21. 21. myBenefits – A HHS Client Portal 21
  22. 22. Over 400,000 Pre-screenings Performed Since June 2008 22
  23. 23. Measurable Business Impact for A Pilot County•  2,672 public FS online apps since October 2009 –  46.1% submitted outside business hours –  36.6% met WFFSI criteria –  78.7% had hardship –  27.2% met expedited criteria•  366 CBO-facilitated since 9/08•  12.3% of FS apps were submitted online (Jan-May 2010)•  27,275 prescreenings since 5/08 –  52.6% FS-eligible –  82.5% HEAP-eligible 23
  24. 24. Streamlined Business Functions and Processes for Better Efficiency As-is To-Be Reception, Screen, Verify, Budget & Authorize54 different ways 1 way10 functions 5 functions42 activities 19 activities
  25. 25. Time Reduction Made Possible by Process Streamlining and Technology Enablers(best case scenario only, change management needed) As-is To-be Org. Model Org. Model Improvements vary between 40% to 100%Pink ~ manual steps Averages ~70%Green ~ automated 25
  26. 26. Lessons Learned•  Think different –  Challenge status quo & each other•  Engage your partners and “customers” early & often –  They won’t always agree with you –  Think positive and be part of the solution•  Measure and publish performance –  You can only improve what you can measure•  Celebrate success 26
  27. 27. 27

×