The document outlines the charter and plan for a rapid process improvement team focused on streamlining the retirement benefit claims process, which currently involves inefficient and error-prone manual data entry across multiple systems. The team identified 30 barriers to efficient processing and developed 12 solutions, such as centralizing forms and reports, developing templates and macros to automate calculations, and implementing internal tracking to ensure all staff can provide immediate customer service. The implementation plan assigns accountability for the solutions and outlines communication and future improvement plans.
Company A has experienced rapid growth over the past year but is struggling to deliver quality due to inefficient processes that have caused delays of several weeks in setting up new projects; analyzing the work processes revealed gaps in skills, incentives, environment, and motivation among sales, contract, and project staff; addressing these gaps through training, process changes, new roles, and job aids could significantly reduce setup times and restore quality.
This document outlines the lessons, activities, and discussion questions for an online course on project management (MB670). It includes details on two case studies, developing work breakdown structures and responsibility matrices, scheduling and risk assessment, and conflict resolution. Students are asked to provide multi-paragraph written responses to discussion questions on various project management topics. The stand-alone project involves developing a project plan and schedule for constructing a four-building retail complex.
Improvement Story session at the 2013 Saskatchewan Health Care Quality Summit. For more information about the summit, visit www.qualitysummit.ca. Follow @QualitySummit on Twitter.
Incorporating the voice of the patient is critical to the success of our Rapid Process Improvement Workshops (RPIWs) and overall Lean work. Hear directly from one of our patient advisors and Kaizen Promotion Office (KPO) staff on what this experience has been like for them.
Better Care
Lisa Clatney; Heather Thiessen; Mark Richardson
This document summarizes a presentation about engaging clinicians and administrators in efforts to rapidly reduce costs and improve revenue. The presentation discusses moving from a fee-for-service to a value-based system and making the transition from a hospital-centric to a community-centric model. It also addresses the importance of including clinicians and administrators in decision making, being transparent, and resolving conflicts between the two groups to achieve organizational goals.
4C Associates has the insight, technology and experience to drive rapid profit improvement.
We offer specialist consulting, technology and managed services to transform your costs. We apply industry and functional expertise to deliver exceptional benefits.
Lean Process Improvement In Outpatient Clinicslaganga
This document provides an overview of Linda LaGanga's presentation on applying lean process improvement approaches in outpatient mental health clinics. It discusses the background and context of the Mental Health Center of Denver, and then details five lean projects the organization undertook to improve access, reduce waste, and increase efficiency. The first project focused on expanding intake capacity through scheduling changes. Subsequent projects included creating an express intake process, improving the hiring process, enhancing grants financial management, and redesigning new clinician training. The presentation highlights the methodology, results and lessons learned from applying lean thinking to optimize operations and better serve patients in an outpatient healthcare setting.
Company A has experienced rapid growth over the past year but is struggling to deliver quality due to inefficient processes that have caused delays of several weeks in setting up new projects; analyzing the work processes revealed gaps in skills, incentives, environment, and motivation among sales, contract, and project staff; addressing these gaps through training, process changes, new roles, and job aids could significantly reduce setup times and restore quality.
This document outlines the lessons, activities, and discussion questions for an online course on project management (MB670). It includes details on two case studies, developing work breakdown structures and responsibility matrices, scheduling and risk assessment, and conflict resolution. Students are asked to provide multi-paragraph written responses to discussion questions on various project management topics. The stand-alone project involves developing a project plan and schedule for constructing a four-building retail complex.
Improvement Story session at the 2013 Saskatchewan Health Care Quality Summit. For more information about the summit, visit www.qualitysummit.ca. Follow @QualitySummit on Twitter.
Incorporating the voice of the patient is critical to the success of our Rapid Process Improvement Workshops (RPIWs) and overall Lean work. Hear directly from one of our patient advisors and Kaizen Promotion Office (KPO) staff on what this experience has been like for them.
Better Care
Lisa Clatney; Heather Thiessen; Mark Richardson
This document summarizes a presentation about engaging clinicians and administrators in efforts to rapidly reduce costs and improve revenue. The presentation discusses moving from a fee-for-service to a value-based system and making the transition from a hospital-centric to a community-centric model. It also addresses the importance of including clinicians and administrators in decision making, being transparent, and resolving conflicts between the two groups to achieve organizational goals.
4C Associates has the insight, technology and experience to drive rapid profit improvement.
We offer specialist consulting, technology and managed services to transform your costs. We apply industry and functional expertise to deliver exceptional benefits.
Lean Process Improvement In Outpatient Clinicslaganga
This document provides an overview of Linda LaGanga's presentation on applying lean process improvement approaches in outpatient mental health clinics. It discusses the background and context of the Mental Health Center of Denver, and then details five lean projects the organization undertook to improve access, reduce waste, and increase efficiency. The first project focused on expanding intake capacity through scheduling changes. Subsequent projects included creating an express intake process, improving the hiring process, enhancing grants financial management, and redesigning new clinician training. The presentation highlights the methodology, results and lessons learned from applying lean thinking to optimize operations and better serve patients in an outpatient healthcare setting.
The document provides a systems analysis and design report for a new information system called Sitter Solutions. It includes an executive summary, analysis of the current situation, system requirements, feasibility analysis, use cases, and an implementation plan. The system aims to automate processes for a small pet sitting business to increase efficiency and reduce errors through features like online appointment scheduling and automated invoice generation.
This document summarizes Malcolm Sanders' submission for Lean Practitioner accreditation. It details his experience implementing Lean tools at Waltham Cross and Linford sites, including performance meetings, continuous improvement, 5S, process mapping, and encouraging staff involvement. It then describes a project to streamline the R&A management information process at Linford, which involved process mapping, identifying duplication and non-value-added steps, and implementing a revised process that reduced the time spent on the task by 30 minutes per day.
M3 Term Project OO Process Modeling
Click Link Below To Buy:
https://hwaid.com/shop/m3-term-project-oo-process-modeling/
Contact Us:
hwaidservices@gmail.com
The document outlines policies and procedures for an administrative assistant position at Geos Dude, Inc., including:
1) A job description and requirements for an administrative assistant position providing support to the CEO.
2) An overview of the company's training program for new hires, including orientation, learning scheduling software, and invoice processing.
3) Guidelines around performance reviews, compensation between $30,000-$40,000 annually, and benefits like paid time off accrual.
Alliance 2017 - CRM Deep Dive: Workflows, Business Rules, Security, and Troub...Sparkrock
Presented by Irina Kon and Ulrike Kruger on January 25th, 2017.
Irina and Ulrike take a deep dive into our CRM solution to help you get some hands-on experience that you can bring back to your workplace and better understand the solution.
Here is My final year project Black Book copy for all Final year TY's student. just for a hint how the black book should make. hope this will help you guys for the final year project ;)
(There are many mistakes in this document (uploaded old document), correct them as in your project if referencing this document, can't change document and reupload. mistakes eg, flows in diagram, unwanted content description and many more. i just want to give some ideas that what all content should be there in your Black Book(correct content)).
Tip: try to understant code and do your best and present well even if project is incomplete or not working(just explain functionality and some code(orally i.e don't show code if not asked :) )).
Thank you.
This document provides guidance on timekeeping policies and procedures for employees at CNA. It discusses the importance of accurate timesheets, employee and supervisor responsibilities for timekeeping, resources for timekeeping questions, and scenarios for properly recording time. Employees must record all hours worked each day by 10:00am the following business day, noting all hours worked and any time sheet corrections. Supervisors are responsible for approving timesheets correctly. The document also reviews remote timekeeping access options and compliance procedures like the DOD hotline and DCAA floor check audits.
Susan Keddy has over 15 years of experience in human resources and administrative roles. She has extensive skills in areas such as new hire onboarding, benefits administration, payroll processing, employee relations, and training. Currently she works as an Administrative Assistant at US Security Associates, where her responsibilities include new hire paperwork, benefits open enrollment, time tracking, and assisting the operations supervisor.
The document discusses various problems faced by organizations related to project management and delivery. It highlights issues around unpredictable efforts leading to cost overruns, unplanned exits impacting schedules, internal blaming between teams, and customer dissatisfaction due to unmet expectations. The document then proposes an engagement methodology involving problem identification, data-driven study, and implementation of recommendations. It provides examples where the consultant's involvement helped address challenges with requirements management, estimation practices, recruitment processes, and utilization through improved communication and planning.
The document describes a platform called Debug Thugs that connects users needing household services with reliable workers. It provides (1) an overview of the team members and their problem statement, (2) the proposed solution of an online platform with user-friendly interfaces for searching, booking, and reviewing workers, and (3) future plans to expand the platform internationally and integrate educational resources and AI recommendations.
Susan Keddy has over 15 years of experience in human resources and administrative roles. She has extensive experience processing payroll, benefits, new hires, and terminations using systems such as ADP, Winteam, and AS400. She also has experience handling HR compliance, employee relations, FMLA, and workers compensation issues. Previously, she worked as a pension specialist researching service histories and calculating pension benefits for AT&T plans.
Susan Keddy has over 15 years of experience in human resources and administrative roles. She has extensive experience processing payroll, benefits, new hires, and terminations using various systems like ADP, Winteam, and AS400. She also manages employee relations functions such as FMLA, workers' compensation, unemployment claims, and disciplinary actions. Keddy maintains spreadsheets to track metrics like leaves of absence, perfect attendance, and years of service. She previously worked as a pension specialist where she researched service histories and calculated pension benefits for AT&T plans.
Susan Keddy has over 15 years of experience in human resources and administrative roles. She has extensive experience processing payroll, benefits, new hires, and terminations using systems such as ADP, Winteam, and AS400. She also has experience handling HR compliance, employee relations, and training. Previously, she worked as a pension specialist researching service histories and calculating pension benefits for AT&T plans.
This document discusses five potential single-shift continuous improvement projects that can be implemented using mobile devices and monitoring software. The projects are:
1. Addressing tape head failures, a major source of downtime, by tracking tape head performance metrics in real-time using mobile devices.
2. Improving product recall monitoring and data sharing between organizations in the supply chain by digitally recording and sharing recall data using mobile devices.
3. Enabling better performance monitoring across shifts by providing mobile aides to track employee activities and provide management with real-time performance data.
4. Giving supervisors insight into employee work and real-time notifications of issues by providing a dashboard view of critical activities tracked on
Building Effective Denial Management DashboardsCitiusTech
In this whitepaper, we try to create dashboards from the lens of “Coding and Compliance Managers” – the real users who rely upon these dashboards regularly to help financially sustain a facility.
1) The document summarizes interviews conducted with employees across various departments to understand their needs for managing and sharing business information. 2) Over 43 functional requirements were identified from the interviews, with the top needs including having a single source of updated information that is easy to access and customize. 3) Next steps included prioritizing the requirements to define the scope for a new technology project to better meet the identified needs.
The document discusses recruiting challenges facing the State of Connecticut government. It notes that hiring can take up to 33 weeks on average, creating burdens. It recommends identifying key recruiting metrics like time to hire, establishing targets, and implementing high priority activities to enhance hiring. These include modernizing job descriptions, developing talent, and building their employer brand. Benchmarking metrics against other states and industries would help identify areas for improvement.
The document discusses how the Office of Personnel Management (OPM) successfully used Agile methods to modernize its Federal retirement system. Previously, traditional approaches had failed to deliver an online retirement system. Using Agile, OPM shifted to focus on collaborating closely with subject matter experts to understand their needs. This allowed iterative delivery of a working data reporting solution. Challenges in applying Agile in the Federal government included issues with governance and earned value management metrics. However, OPM has continued expanding the use of Agile for additional projects.
Andrea Cowan is seeking a position that allows her to strategically combine strong skills, prioritization, and collaboration to meet or exceed expectations. She has over 10 years of experience in customer support roles across various industries, including as an Incident Manager, Problem Manager, and Customer Support Analyst. Cowan has extensive knowledge of applications such as MS Office, FPPS, QuickTime, and Remedy. She holds an MBA and Bachelor's degree from the University of Phoenix.
City of Hollywood Firefighters' Pension Fund - Summary of Plan ProvisionsJennifer Kerr, MBA
The Hollywood Firefighters' Pension Fund was established in 1939 and currently covers 200 active firefighters and provides benefits to 391 retirees. It has $200 million in assets. The document provides details on membership eligibility, contributions, vesting, normal and disability benefits, death benefits, and how benefits are calculated for different tiers of members under the plan.
City of Lakeland Retirement Services Commission PresentationJennifer Kerr, MBA
The document provides information about the City of Lakeland Retirement Services department. It summarizes the staff, core services, pension boards, eligibility requirements, and investment performance for the Employees' Pension, Police Officers' Pension, and Firefighters' Supplemental Pension plans. It also lists upcoming meetings and contact information for the Retirement Services department.
More Related Content
Similar to City of Lakeland - Rapid Process Improvement - Pension Claims
The document provides a systems analysis and design report for a new information system called Sitter Solutions. It includes an executive summary, analysis of the current situation, system requirements, feasibility analysis, use cases, and an implementation plan. The system aims to automate processes for a small pet sitting business to increase efficiency and reduce errors through features like online appointment scheduling and automated invoice generation.
This document summarizes Malcolm Sanders' submission for Lean Practitioner accreditation. It details his experience implementing Lean tools at Waltham Cross and Linford sites, including performance meetings, continuous improvement, 5S, process mapping, and encouraging staff involvement. It then describes a project to streamline the R&A management information process at Linford, which involved process mapping, identifying duplication and non-value-added steps, and implementing a revised process that reduced the time spent on the task by 30 minutes per day.
M3 Term Project OO Process Modeling
Click Link Below To Buy:
https://hwaid.com/shop/m3-term-project-oo-process-modeling/
Contact Us:
hwaidservices@gmail.com
The document outlines policies and procedures for an administrative assistant position at Geos Dude, Inc., including:
1) A job description and requirements for an administrative assistant position providing support to the CEO.
2) An overview of the company's training program for new hires, including orientation, learning scheduling software, and invoice processing.
3) Guidelines around performance reviews, compensation between $30,000-$40,000 annually, and benefits like paid time off accrual.
Alliance 2017 - CRM Deep Dive: Workflows, Business Rules, Security, and Troub...Sparkrock
Presented by Irina Kon and Ulrike Kruger on January 25th, 2017.
Irina and Ulrike take a deep dive into our CRM solution to help you get some hands-on experience that you can bring back to your workplace and better understand the solution.
Here is My final year project Black Book copy for all Final year TY's student. just for a hint how the black book should make. hope this will help you guys for the final year project ;)
(There are many mistakes in this document (uploaded old document), correct them as in your project if referencing this document, can't change document and reupload. mistakes eg, flows in diagram, unwanted content description and many more. i just want to give some ideas that what all content should be there in your Black Book(correct content)).
Tip: try to understant code and do your best and present well even if project is incomplete or not working(just explain functionality and some code(orally i.e don't show code if not asked :) )).
Thank you.
This document provides guidance on timekeeping policies and procedures for employees at CNA. It discusses the importance of accurate timesheets, employee and supervisor responsibilities for timekeeping, resources for timekeeping questions, and scenarios for properly recording time. Employees must record all hours worked each day by 10:00am the following business day, noting all hours worked and any time sheet corrections. Supervisors are responsible for approving timesheets correctly. The document also reviews remote timekeeping access options and compliance procedures like the DOD hotline and DCAA floor check audits.
Susan Keddy has over 15 years of experience in human resources and administrative roles. She has extensive skills in areas such as new hire onboarding, benefits administration, payroll processing, employee relations, and training. Currently she works as an Administrative Assistant at US Security Associates, where her responsibilities include new hire paperwork, benefits open enrollment, time tracking, and assisting the operations supervisor.
The document discusses various problems faced by organizations related to project management and delivery. It highlights issues around unpredictable efforts leading to cost overruns, unplanned exits impacting schedules, internal blaming between teams, and customer dissatisfaction due to unmet expectations. The document then proposes an engagement methodology involving problem identification, data-driven study, and implementation of recommendations. It provides examples where the consultant's involvement helped address challenges with requirements management, estimation practices, recruitment processes, and utilization through improved communication and planning.
The document describes a platform called Debug Thugs that connects users needing household services with reliable workers. It provides (1) an overview of the team members and their problem statement, (2) the proposed solution of an online platform with user-friendly interfaces for searching, booking, and reviewing workers, and (3) future plans to expand the platform internationally and integrate educational resources and AI recommendations.
Susan Keddy has over 15 years of experience in human resources and administrative roles. She has extensive experience processing payroll, benefits, new hires, and terminations using systems such as ADP, Winteam, and AS400. She also has experience handling HR compliance, employee relations, FMLA, and workers compensation issues. Previously, she worked as a pension specialist researching service histories and calculating pension benefits for AT&T plans.
Susan Keddy has over 15 years of experience in human resources and administrative roles. She has extensive experience processing payroll, benefits, new hires, and terminations using various systems like ADP, Winteam, and AS400. She also manages employee relations functions such as FMLA, workers' compensation, unemployment claims, and disciplinary actions. Keddy maintains spreadsheets to track metrics like leaves of absence, perfect attendance, and years of service. She previously worked as a pension specialist where she researched service histories and calculated pension benefits for AT&T plans.
Susan Keddy has over 15 years of experience in human resources and administrative roles. She has extensive experience processing payroll, benefits, new hires, and terminations using systems such as ADP, Winteam, and AS400. She also has experience handling HR compliance, employee relations, and training. Previously, she worked as a pension specialist researching service histories and calculating pension benefits for AT&T plans.
This document discusses five potential single-shift continuous improvement projects that can be implemented using mobile devices and monitoring software. The projects are:
1. Addressing tape head failures, a major source of downtime, by tracking tape head performance metrics in real-time using mobile devices.
2. Improving product recall monitoring and data sharing between organizations in the supply chain by digitally recording and sharing recall data using mobile devices.
3. Enabling better performance monitoring across shifts by providing mobile aides to track employee activities and provide management with real-time performance data.
4. Giving supervisors insight into employee work and real-time notifications of issues by providing a dashboard view of critical activities tracked on
Building Effective Denial Management DashboardsCitiusTech
In this whitepaper, we try to create dashboards from the lens of “Coding and Compliance Managers” – the real users who rely upon these dashboards regularly to help financially sustain a facility.
1) The document summarizes interviews conducted with employees across various departments to understand their needs for managing and sharing business information. 2) Over 43 functional requirements were identified from the interviews, with the top needs including having a single source of updated information that is easy to access and customize. 3) Next steps included prioritizing the requirements to define the scope for a new technology project to better meet the identified needs.
The document discusses recruiting challenges facing the State of Connecticut government. It notes that hiring can take up to 33 weeks on average, creating burdens. It recommends identifying key recruiting metrics like time to hire, establishing targets, and implementing high priority activities to enhance hiring. These include modernizing job descriptions, developing talent, and building their employer brand. Benchmarking metrics against other states and industries would help identify areas for improvement.
The document discusses how the Office of Personnel Management (OPM) successfully used Agile methods to modernize its Federal retirement system. Previously, traditional approaches had failed to deliver an online retirement system. Using Agile, OPM shifted to focus on collaborating closely with subject matter experts to understand their needs. This allowed iterative delivery of a working data reporting solution. Challenges in applying Agile in the Federal government included issues with governance and earned value management metrics. However, OPM has continued expanding the use of Agile for additional projects.
Andrea Cowan is seeking a position that allows her to strategically combine strong skills, prioritization, and collaboration to meet or exceed expectations. She has over 10 years of experience in customer support roles across various industries, including as an Incident Manager, Problem Manager, and Customer Support Analyst. Cowan has extensive knowledge of applications such as MS Office, FPPS, QuickTime, and Remedy. She holds an MBA and Bachelor's degree from the University of Phoenix.
Similar to City of Lakeland - Rapid Process Improvement - Pension Claims (20)
City of Hollywood Firefighters' Pension Fund - Summary of Plan ProvisionsJennifer Kerr, MBA
The Hollywood Firefighters' Pension Fund was established in 1939 and currently covers 200 active firefighters and provides benefits to 391 retirees. It has $200 million in assets. The document provides details on membership eligibility, contributions, vesting, normal and disability benefits, death benefits, and how benefits are calculated for different tiers of members under the plan.
City of Lakeland Retirement Services Commission PresentationJennifer Kerr, MBA
The document provides information about the City of Lakeland Retirement Services department. It summarizes the staff, core services, pension boards, eligibility requirements, and investment performance for the Employees' Pension, Police Officers' Pension, and Firefighters' Supplemental Pension plans. It also lists upcoming meetings and contact information for the Retirement Services department.
The document defines salary for purposes of determining pension benefits to include regular pay plus certain additional payments and allowances. It further defines final payout of accrued leave balances to include vacation, compensatory time, saved holiday, and floating holiday in addition to unused sick leave. Pensionable unused sick leave is based on the period used to calculate average final compensation and is subject to reductions specified in city policy. The definition of salary is amended to comply with Internal Revenue Code requirements regarding employee deferrals.
- During the 3rd quarter of 2015, most major market indexes experienced negative returns due to macroeconomic and geopolitical uncertainties. Domestic markets fared better than international but still saw declines.
- Nine of the ten sectors in large cap stocks and all ten sectors in small cap stocks had negative returns for the quarter. Commodity-driven sectors like energy and materials saw the weakest performance.
- Six of the ten sectors in both large and small cap indexes showed price-to-earnings ratios lower than their 20-year averages, indicating potential value. Information technology and financials appeared most undervalued relative to history.
The document summarizes the performance of various domestic and international stock market indexes in the third quarter of 2011. Some key points:
- Nearly all market segments experienced double-digit losses in the quarter due to events like the debt ceiling debate and US credit downgrade.
- Large cap stocks declined the most, with the S&P 500 down 13.9%. Small and mid cap stocks fared even worse, with the Russell 2000 down 21.9%.
- International stocks also declined sharply when measured in US dollars, with emerging markets down 22.5%.
- Bond markets performed better, with the Barclays US Aggregate Bond Index gaining 3.8% as investors sought safe havens.
The document summarizes market performance in the third quarter of 2011. Major stock market indexes experienced significant losses, with the S&P 500 returning -13.9%. International markets also saw declines. In contrast, bond markets performed well with the Barclays US Aggregate returning 3.8%. By market segment, large cap stocks declined more than small and mid cap stocks. Among equity styles, growth outperformed value in large caps while value did better in small and mid caps. Most market sectors saw losses, with utilities being the only positive sector.
In the third quarter of 2011, global equity markets experienced significant losses as major market indexes across all segments, styles, and countries posted double-digit declines. The domestic bond market performed better, with the Barclays US Aggregate index returning 3.8% for the quarter. Growth outperformed value in large cap stocks, while value slightly outperformed growth in small and mid caps. Most market sectors saw negative returns, with utilities being the only positive sector among large caps. Volatility is expected to continue in the near future given ongoing economic and political uncertainties.
The City of Lakeland allocates its retirement services budget across four channels: 1% for 1% channel, 96% for 100% channel, 2% for 5% channel, and 1% for 15% channel. The core service of retirement claims processing is delivered through face-to-face, intranet, phone call, and workshop channels. The workshop channel holds four workshops per year but has a small budget and volume and lacks customer awareness. The phone call channel has a large volume but can be information-only, time-consuming, and lacks privacy. The document recommends optimizing existing channels to deliver efficiency savings and improved customer service.
AHMR is an interdisciplinary peer-reviewed online journal created to encourage and facilitate the study of all aspects (socio-economic, political, legislative and developmental) of Human Mobility in Africa. Through the publication of original research, policy discussions and evidence research papers AHMR provides a comprehensive forum devoted exclusively to the analysis of contemporaneous trends, migration patterns and some of the most important migration-related issues.
This report explores the significance of border towns and spaces for strengthening responses to young people on the move. In particular it explores the linkages of young people to local service centres with the aim of further developing service, protection, and support strategies for migrant children in border areas across the region. The report is based on a small-scale fieldwork study in the border towns of Chipata and Katete in Zambia conducted in July 2023. Border towns and spaces provide a rich source of information about issues related to the informal or irregular movement of young people across borders, including smuggling and trafficking. They can help build a picture of the nature and scope of the type of movement young migrants undertake and also the forms of protection available to them. Border towns and spaces also provide a lens through which we can better understand the vulnerabilities of young people on the move and, critically, the strategies they use to navigate challenges and access support.
The findings in this report highlight some of the key factors shaping the experiences and vulnerabilities of young people on the move – particularly their proximity to border spaces and how this affects the risks that they face. The report describes strategies that young people on the move employ to remain below the radar of visibility to state and non-state actors due to fear of arrest, detention, and deportation while also trying to keep themselves safe and access support in border towns. These strategies of (in)visibility provide a way to protect themselves yet at the same time also heighten some of the risks young people face as their vulnerabilities are not always recognised by those who could offer support.
In this report we show that the realities and challenges of life and migration in this region and in Zambia need to be better understood for support to be strengthened and tuned to meet the specific needs of young people on the move. This includes understanding the role of state and non-state stakeholders, the impact of laws and policies and, critically, the experiences of the young people themselves. We provide recommendations for immediate action, recommendations for programming to support young people on the move in the two towns that would reduce risk for young people in this area, and recommendations for longer term policy advocacy.
About Potato, The scientific name of the plant is Solanum tuberosum (L).Christina Parmionova
The potato is a starchy root vegetable native to the Americas that is consumed as a staple food in many parts of the world. Potatoes are tubers of the plant Solanum tuberosum, a perennial in the nightshade family Solanaceae. Wild potato species can be found from the southern United States to southern Chile
Synopsis (short abstract) In December 2023, the UN General Assembly proclaimed 30 May as the International Day of Potato.
Preliminary findings _OECD field visits to ten regions in the TSI EU mining r...OECDregions
Preliminary findings from OECD field visits for the project: Enhancing EU Mining Regional Ecosystems to Support the Green Transition and Secure Mineral Raw Materials Supply.
Monitoring Health for the SDGs - Global Health Statistics 2024 - WHOChristina Parmionova
The 2024 World Health Statistics edition reviews more than 50 health-related indicators from the Sustainable Development Goals and WHO’s Thirteenth General Programme of Work. It also highlights the findings from the Global health estimates 2021, notably the impact of the COVID-19 pandemic on life expectancy and healthy life expectancy.
United Nations World Oceans Day 2024; June 8th " Awaken new dephts".Christina Parmionova
The program will expand our perspectives and appreciation for our blue planet, build new foundations for our relationship to the ocean, and ignite a wave of action toward necessary change.
The Antyodaya Saral Haryana Portal is a pioneering initiative by the Government of Haryana aimed at providing citizens with seamless access to a wide range of government services
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Contributi dei parlamentari del PD - Contributi L. 3/2019Partito democratico
DI SEGUITO SONO PUBBLICATI, AI SENSI DELL'ART. 11 DELLA LEGGE N. 3/2019, GLI IMPORTI RICEVUTI DALL'ENTRATA IN VIGORE DELLA SUDDETTA NORMA (31/01/2019) E FINO AL MESE SOLARE ANTECEDENTE QUELLO DELLA PUBBLICAZIONE SUL PRESENTE SITO
Food safety, prepare for the unexpected - So what can be done in order to be ready to address food safety, food Consumers, food producers and manufacturers, food transporters, food businesses, food retailers can ...
3. Set DirectionRetirement Benefit Claims Team Charter
Retirement Benefit Claims Team Charter
Developed by Jennifer Kerr, Edd Peterson and Peni Bell
Problem or need: Current processes are inefficient requiring entering the same data in up to three different
systems which do not support one another.
When a request for retirement is made the person receiving the request takes care of the customer from
start to finish. It is not easy for someone else to step in to assist that customer if their Benefits person is not
available.
Processes are not centralized, controlled or audited to ensure customer service success.
Link: Retirement Enrollment and Benefit Services Core Service - Annual number of retirements performed
Mission: To define a repeatable Retirement Benefits Process that is internally tracked and reported to
allow any Retirement Services Staff to provide immediate and accurate customer service to all active
employees seeking retirement information or support.
Measure of Success: All Retirement Services Staff are able to provide immediate and accurate customer
service at any step in the Retirements Benefits Process.
- Immediate Customer Service (No hands off or asking co-worker)
- Zero Repeatable Errors
Scope: From receipt of request for benefit estimate through final benefit calculation.
Methodology: Rapid Process Improvement.
Interdependencies: Payroll Administration and GRS Certification
Time Commitment:
The Team will meet September 23rd through 25th
and September
29th
through October 1st
to accommodate the typical timeline of
an RPI event.
Role Name Dept
Champion: Jennifer Kerr
Leader: Jennifer Kerr
Team Members: Dana Blydenburg
Debbie Stefanski
CAS - Sam Chapparro
Bench Strength: IT - Edd Peterson, Pat
Cherundalo, Tim Marsh
CAS - Sam Chapparro
GRS - Jeff Ambrose
Facilitator(s): Peni Bell, Edd Peterson
& Brian Dick
Historical Trend Data: Payroll lets us all know when an error is made. For 2Q09 there were 13 separate
emails to RS explaining some sort of error made on RS behalf.
Management Review Schedule: In a one (1) week project it is advised to schedule Management Review
Schedule on the 4th
day, which will be Tuesday, September 29th
in the afternoon around 3:00 P.M. This will
allow approval of Recommendations before the implementation plan is developed. RPI taskforce will review
project status on a 30-60-90 day schedule.
RS to meet weekly to discuss who’s retiring, what stage they’re at and provide progress reports.
Understand
Process
Set Direction
Identify and Analyze Barriers
Identify, Test and Select Solutions
Implement
Ensure
Results
Remaining Issue and Future
Plans
Prior to
team
meeting
Project Day (PQSon site)
2 3 41 5 After team
meetings
6. Identify & Analyze Barriers
High Level Issues
Coding of High Level
Issues
# of High
Level Issues
Issues Resolution1- Decide Now
2 - Decide Later
3 - Barrier
3 1 Too many databases Deferred to Barriers
3 2 Reports & Forms not centrally located Deferred to Barriers
3 3 No tracking of retirement within the process Deferred to Barriers
3 4 Timelines are date driven Deferred to Barriers
3 5 Same data is manually entered 3 or more times Deferred to Barriers
1 6
Step 32 - "In PS System, view Final Pay check and
verify accuracy"
Non Value Step eliminated
7. Identify & Analyze BarriersSeq Barrier Description (from flip chart) Action to be taken (Recommendation) Benefits
1 Cannot prepare accurate Benefit estimate on Payroll / Wednesday.
Develop a Retirement Services around payroll Processing
calendar. To provide accurate pension calculations.
2 Difficulty in locating forms and duplicate data entry.
Centrally locate all forms and reports in a shared directory in one
specified location. Repeatable and immediate customer service.
3 Cannot prepare Final Pay Estimate on a Payroll / Wednesday
Develop a Retirement Services around payroll Processing
calendar. To provide accurate pension calculations.
4
Retirement Information provided to employee is not centrally located
for others to locate.
Centrally locate all forms and reports in a shared directory in one
specified location. Repeatable and immediate customer service.
5 Spreadsheets and forms are difficult to locate.
Centrally locate all forms and reports in a shared directory in one
specified location. Repeatable and immediate customer service.
6
Manually figuring 457 threshold is very time consuming and creates
opportunity for error. Macro developed to automate. Accurate customer service.
7 Contribution Change form difficult to locate
Centrally locate all forms and reports in a shared directory in one
specified location. Repeatable and immediate customer service.
8
Proper timing of form submission for Final Pay Deferred Comp
changes Payroll is restrictive and confusing. Develop a queue. Always on time-providing accurate customer service.
9 Authorization forms DTL.
Centrally locate all forms and reports in a shared directory in one
specified location. Repeatable and immediate customer service.
10 Exit Checklist not centrally located,
11 Hartford Letter not centrally located.
Centrally locate all forms and reports in a shared directory in one
specified location. Repeatable and immediate customer service.
12 PAF difficult to locate.
Centrally locate all forms and reports in a shared directory in one
specified location. Repeatable and immediate customer service.
13 Excessive steps to obtain basic information.
Report developed by computer applications specialist located in
shared directory. Immediate customer service.
14
Template is very lengthy and time consuming to insert the appropriate
details and time sensitive. Develop a fail proof template.
Provide more concise and user friendly critical
information.
15 Can forget to create Retirement Record. Develop a queue.
Internal tracking and reporting and allow any retirement
service staff to provide immediate customer service.
16 Can forget to create Retirement Record. Develop a queue.
Internal tracking and reporting and allow any retirement
service staff to provide immediate customer service.
17
Duplicate data entry is time consuming + inefficient which creates an
opportunity for errors. Pull data from PeopleSoft into Access. Reduced opportunity for error and more efficient.
18 Can forget to complete "Change Active Record". Develop a queue.
Internal tracking and reporting and allow any retirement
service staff to provide immediate customer service.
19 Sending email that is time sensitive. Develop a queue. Always on time-providing accurate customer service.
20 Duplicate data entry. Pull data from PeopleSoft into Access. Reduced opportunity for error and more efficient.
21 Spreadsheets DTL,
Centrally locate all forms and reports in a shared directory in one
specified location. Repeatable and immediate customer service.
22
Determining the amount of Longevity is a time consuming manual
process which creates opportunity for error. Macro developed to automate. Accurate customer service.
23 Can forget to calculate Longevity. Develop a queue.
Internal tracking and reporting and allow any retirement
service staff to provide immediate customer service.
24
Template is very lengthy and time consuming to insert the appropriate
details. Develop a fail proof template.
Provide more concise and user friendly critical
information.
25 Timing of the e-mail is crucial + confusing. Develop a queue. Always on time-providing accurate customer service.
26 Crystal report DTL.
Centrally locate all forms and reports in a shared directory in one
specified location. Repeatable and immediate customer service.
27
Manual scrub of data time consuming and creates opportunity for
error. 1-Outsource and copy to payroll. 2-Build an internal macro.
1-Accurate, limited liability, saves time. 2-Save time and
increase accuracy.
28
E-mail template is very lengthy and time consuming to insert
appropriate detail. Develop a fail proof template.
Provide more concise and user friendly critical
information.
29 Can forget to enter monthly amount in. Develop a queue.
Internal tracking and reporting and allow any retirement
service staff to provide immediate customer service.
30
Can forget to change status to "R" in table and insert Retirement
Amount. Develop a queue.
Internal tracking and reporting and allow any retirement
service staff to provide immediate customer service.
31 May have to repeat step 4 to determine post tax contributions. Add field to retirement Beneficiary Panel. Saves a step-increases efficiency.
32 Letter is DTL.
Centrally locate all forms and reports in a shared directory in one
specified location. Repeatable and immediate customer service.
8. Implement Solutions
9/25/2009 11:56
# Solution to be Implemented Action Step - what is to be Done?
Who is
Responsible?
When will it be
Started?
Date
Complete?
1
Centrally locate all forms and reports in a
shared directory in one specified location.
All forms, reports, checklists, etc. will be located: Y/Retirement
Services/Employee Pension/Retirements
Dana/Debbie/
Jenn 9/28/2009 10/2/2009
2
Develop a Retirement Services Schedule
around payroll Processing calendar.
On Group Calendar, Black out calendar with "Payroll Wednesday" to identify days
where you cannot pull leave balances and payroll activity which could be
inaccurate since this is the day Payroll runs pay calculations/ confirmation and
leave accruals for the biweekly pay process. Jenn 9/28/2009 9/28/2009
3
Develop a fail proof template for all critical
communication of information. Develop a standardized data format to deliver in an e-mail.
Jenn and
Payroll staff 9/28/2009 10/16/2009
4
Pull data from PeopleSoft into Access.
Review and modify existing Access DB reports to select the data from the
PeopleSoft production database instead of using the Access database.
Sam 11/7/2009 12/31/2009
5
Outsource the auditing of Payroll data and
copy to payroll.
Jenn will submit to Pension Board for approval. If the board does not approve RS
will have to build a macro to assist in validating the data.
Jenn
9/28/2009,
10/27/09
10/27/2009,
12/31/09
6 Develop a queue for internal tracking to
ensure timely & accurate customer service.
Using Access, create a method to track employee requests/status through the
entire retirement benefit claim process with queues for critical dates. Staff
recommends a weekly check in meeting with Jennifer to keep the project moving.
Jenn/Sam/S
taff
10/5/2009 12/31/2009
7
I.T. PeopleSoft programmer will define and create the e-mail templates for
Retirement Status change.
Dana/Pat 9/28/2009 12/31/2009
8
Automate figuring member's contribution to
the 457 Threshold.
Create a Crystal to provide year to date 457 deferrals and use with excel macro to
automate this process.
Sam/Dana 11/7/2009 12/1/2009
9
Timekeeper/supervisor report developed by
computer applications specialist located in
shared directory.
Have the computer application specialist develop a
Timekeeper/supervisor/department id report and store in the shared directory.
Sam 11/9/2009 11/16/2009
10
Excel Macro developed to automate figuring
457 Threshold.
This excel macro will be developed and located in the Retirement Services shared
directory. There are deferral limits per calendar year/regular and age 50+ catch
up. 2009 limits are: Regular $16,500 and age 50 + is $5,500.00 additional.
(Note: Jenn will consult with Susan Norton,Payroll to determine if this currently
exist.)
Dana/Debbie/
Jenn/Sam
11/16/2009 11/23/2009
11 Excel Macro developed to automate figuring
Longevity.
This excel macro will be developed and located in the Retirement Services shared
directory. (Note: Jenn will consult with Susan Norton, Payroll to determine if this
currently exist.)
Dana/Debbie/
Jenn/Sam
11/16/2009 11/23/2009
12
Add field to retirement Beneficiary Panel.
Develop a method to review post tax contributions for employees. Based on this
information we may want to add a field to the employees city of Lakeland page in
PeopleSoft.
Sam/Jenn/pro
grammer
12/1/2009 12/31/2009
Implementation Plan Matrix
Retirement Benefits RPI
Changes and Solutions
10. Ensure Results
• Zero Repeatable Errors
• Reduction in Task Time
• Immediate Customer Service at any step
within the Retirement Benefit Claims
Process
11. Remaining Issues & Future Plans
Implementation Plan
Action items and accountabilities have been assigned. For additional information,
contact Project/Implementation Leader or Champion/Sponsor.
Team Communication Plan
Project/Implementation Leader will provide updates on the implementation plan. RPI
Facilitators will be available for coaching if required.
Future RPI Projects
Potential RPI project suggestions should be submitted to Champion/Sponsor.
Remaining Issues/Opportunities:
•IOJs documented in System
•Time Off without Pay Research
•Pension Administration Module
•Actuary perform all Pension Benefit Calculations
•Online Benefit Calculator