1. New York’s Transformational
Approach for Enhancing Human
Services Operational Efficiency
A Collaborative Effort Among OTDA,
DOH and OCFS OTDA – Office for Temporary and Disability Assistance
DOH – Department of Health
OCFS – Office of Children and Family Services
August, 2010
Daniel C. Chan, Ph.D.
Chief Information Officer
Office for Temporary and Disability Assistance
Daniel.chan@otda.state.ny.us
1
2. Agenda
• New York’s Human Services Landscape
• Challenges
• Approach
• Interim Accomplishments
• Lessons Learned
2
3. State Supervised & Counties Administered
330 miles
57 Local Districts + NYC
~ Population of 20M
~ 5M recipients & ~$52B annual benefits
373 miles
4. Steep Increase for Food Stamp
Caseload
Number of Recipients
22% increase
Year
4
5. High Expectations for Providing Quality
and Cost-Efficient Health Care
2014
Plan by 11/2010
If enacted, implement by 2016
5
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. A Structured Approach to Deliver Timely
Measurable Business Values
Business Objectives + Operational Challenges
Organizational
Structures Cumulate &
Validate As-is To-be
Business
Processes &
Functions
Technology
A holistic view of enterprise
Platforms
Perform due knowledge and assets for informed
diligence decision making
SMART outcomes
SMART: Specific, Measurable, Attainable, Realistic and Timely 7
11. Governance and EA Work Together to
Achieve Business Goals with Targeted
Technology
Enterprise-scale
Architecture Vision business process analysis
TOGAF Architecture
Business
Change
Process Management Architecture
Implementation Shared Information
Governance Systems
governance Architecture
responsibility
Migration Planning Technology
Architecture
Opportunities and
Solutions
11
12. Collect Comprehensive Enterprise
Information for Making Informed Decisions
Interviewed over 100+ people
• Front Line Workers
• Supervisors
27 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. Voice of the ‘Customer’
Local District Advisory Board
Membership:
• 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. Identified Ten Functional Areas from First
Client Contact to Case Closure (As-is)
First Services/
Eligibility
Screening Intake Verification Benefits
client Determination
contact Delivery
Fair hearings
Caseload Case Case Closure
Referrals and appeals
Management Management
14
15. One Central
Repository
for all modeling
5 Districts +NYC
Generated:
Over 1800 as-is
diagrams
Over 2500 Steps &
Tasks
Over 233 Software
Applications
Over 300 newly
identified
requirements
…and growing!
15
16. Iterative Process to Establish High-Value
Opportunities and Return on Investment
Activity Definition
Requirements Traceability Matrix
Functional Models
Organizational Models
Issues
Insight Value
Scope & Context Creation
Business Objectives
Roles Key Performance Indicators
16
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. • Web Portal
• IVR/Call Center
• Rules Engine
• Document Management
• Workload & Case Management
18
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 g
Cumulative % 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. 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
Highly
Not controlled & unpredictable Controlled & Predictable controlled &
predictable
0.5 1 1.5 2
1.33 20
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. Streamlined Business Functions
and Processes for Better Efficiency
As-is To-Be
Reception, Screen, Verify, Budget & Authorize
54 different ways 1 way
10 functions 5 functions
42 activities 19 activities
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. 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
