Daniel C. Chan, Ph.D. Chief Information Officer Office for Temporary and Disability Assistance Daniel.chan@otda.state.ny.us

New York’s Transformational Approach for Enhancing Human Services Operational Efficiency A Collaborative Effort Among OTDA, DOH and OCFS August, 2010

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OTDA – Office for Temporary and Disability Assistance DOH – Department of Health OCFS – Office of Children and Family Services

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•  New York’s Human Services Landscape

•  Challenges •  Approach

•  Interim Accomplishments

•  Lessons Learned

Agenda

57 Local Districts + NYC ~ Population of 20M ~ 5M recipients & ~$52B annual benefits

373 miles

33

0 m

ile

s

State Supervised & Counties Administered

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Steep Increase for Food Stamp Caseload

Num

ber o

f Rec

ipie

nts

Year

22% increase

High Expectations for Providing Quality and Cost-Efficient Health Care

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2014 Plan by 11/2010

If enacted, implement by 2016

Unprecedented Challenges Demand New Ways of Doing Things

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Maintain Build

Design

People

• Manage multiple priorities • Broader set of skills required

• Business Analysis, System Modeling, Performance Management, Influencing & Social

• What you see is what you get • Reproducible & repeatable • Minimize variation • Outcome oriented

• Business Driven • Simple & Agile • Allow ease of exit • Interoperate

Technology

Process

Organizational Structures

Business Processes &

Functions

Technology Platforms A holistic view of enterprise

knowledge and assets for informed decision making

Business Objectives + Operational Challenges

As-is To-be

SMART outcomes

Cumulate & Validate

A Structured Approach to Deliver Timely Measurable Business Values

SMART: Specific, Measurable, Attainable, Realistic and Timely

Perform due diligence

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Enterprise Architecture

Define Business Goals & Provide Delivery

Mechanism

Caring and Feeding Project & Change Management

Business Process Reengineering Process Improvement

Source: Leon Kappelman

Human Resources Organization Design Job Design

Source: Leon Kappelman

Technology Architecture

Opportunities and Solutions

Architecture Change

Management

Information Systems

Architecture

Migration Planning

Implementation Governance

Architecture Vision

Business Architecture

Enterprise-scale business process analysis

Shared governance

responsibility

Governance and EA Work Together to Achieve Business Goals with Targeted

Technology

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TOGAF Process

27 Programs in total • 18 DOH

• 6 OTDA

• 3 OCFS

Interviewed over 100+ people • Front Line Workers • Supervisors • Managers • Commissioners …from 5 counties & NYC

Interviewed over 50+ people • Subject Matter Experts • Policy Experts • Program Managers • Agency Executives …from OTDA, DOH and OCFS

Collect Comprehensive Enterprise Information for Making Informed Decisions

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Membership: • Local District Commissioners • State Program Directors

Role: • Provide insight and input on program work products

• Act as an advocate • No voting power

Time Commitment: • Monthly phone conferences • 3 Regional Sessions

Albany   Monroe    

Chautauqua     Nassau    

Delaware     Oneida      

Dutchess     Onondaga    

Erie     Orange    

Franklin     Schoharie    

HRA     Seneca    

Jefferson     Suffolk  

Madison     Westchester    

Voice of the ‘Customer’ Local District Advisory Board

First client

contact Screening Eligibility

Determination Intake Services/ Benefits Delivery

Verification

Referrals Caseload Management

Case Management

Fair hearings and appeals Case Closure

Identified Ten Functional Areas from First Client Contact to Case Closure (As-is)

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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!

Iterative Process to Establish High-Value Opportunities and Return on Investment

Value Creation

Insight Scope & Context

Business Objectives

Key Performance Indicators

Activity Definition

Functional Models

Organizational Models

Roles

Issues

Requirements Traceability Matrix

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•  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

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•  Web Portal

•  IVR/Call Center

•  Rules Engine •  Document Management

•  Workload & Case Management

Sample Processing Time for “Normal” Food Stamp Applications

Screening = 21.5 mins Verification = 11.7 days

Eligibility Determination = 1.32 days

Total = 18.14 days

Intake = 5.03 days

% o

f pro

cess

ing

time

per s

tep

Cumulative % total time

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Receiv

e FS ap

plica

tion

Determ

ine ty

pe of a

pplic

ation

Create

interv

iew ap

point

ment

Send a

ppoin

tmen

t deta

ils

Place co

py of

appoin

tment

in f ili

ng ca

binet

Remov

e file

s from fil

ing ca

binet

Chang

e proce

ss an

d work

er ID

in S

WAT

Give to

appro

priate

examine

r

Review

the c

ase f

ile

Condu

ct FS el

igibil

ity in

terview

Send o

ut do

c shee

t to ap

plicant

Comple

te no

rmal

case

proc

essin

g

Review

case

details

Commit t

o ove

rnigh

t batc

h (norm

al app

)0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

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Applications Type

As-Is Scenario B Scenario C

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

Controlled & Predictable Not controlled & unpredictable Highly controlled & predictable

0.5 1 1.5 2

1.33

CpK = Nearest Specification Limit – Mean Average of Current Process 3 x standard deviation

Simulations Identify High Impact Opportunities for Reducing Processing Time

(there are other success measures)

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myBenefits – A HHS Client Portal

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Over 400,000 Pre-screenings Performed Since June 2008

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

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As-is

Streamlined Business Functions and Processes for Better Efficiency

To-Be

54 different ways 10 functions 42 activities

1 way 5 functions 19 activities

Reception, Screen, Verify, Budget & Authorize

Time Reduction Made Possible by Process Streamlining and Technology Enablers

(best case scenario only, change management needed)

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Pink ~ manual steps Green ~ automated

Improvements vary between 40% to 100% Averages ~70%

As-is Org. Model

To-be Org. Model

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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

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