CCAO - June 13, 2012 1

Wood, Sandusky, Hancock, Marion, Morrow, Delaware, and Knox Counties

CCAO June 13, 2012 2

Collabor8 Wins

NACO

2012 Achievement Award

2012 Best of Category

in

Human Services

CCAO - June 13, 2012 3

County Weekly Intakes

Monthly Total Workers

OWF Recipients*

FS Recipients

Medicaid Recipients Totals

Wood 117 466 18 750 8,631 12,889

Sandusky 90 360 15 550 7,223 10,481

Hancock 79 316 9 192 7,736 10,443

Morrow 50 204 7 523 5,161 6,465

Marion 140 560 16 1,519 12,033 14,066

Knox 77 335 14 1,178 8,211 10,405

Delaware 63 253 14 1,230 8,212 10,948

Total 616 2494 93 5,942 57,207 75,697 138,846

2010 Population

Delaware 174,214

Wood 125,488

Hancock 74,782

Marion 66,501

Sandusky 60,944

Knox 60,921

Morrow

34,827

Total 597,677

August 2010 – Discussions began among county JFS directors.

Jan. 2011 - State JFS agreed to partner and develop with county/state design team.

July, 2011 – Entered into MOU with ODJFS

Wood and Knox jumped off the cliff in Dec of 2011

Morrow, Marion, Hancock, Delaware and Sandusky followed between Jan -Feb 2012.

CCAO June 13, 2012 4

Group of county JFS Directors began

discussion of a joint project based on the

technology design originated by Wood

County JFS.

Concept envisioned virtual linkage of

agencies while maintaining local offices

in each county.

Capitalizes on existing county/state

technology and local investments.

CCAO - June 13, 2012 5

C8 counties share most Public Assistance clients as if we were one large county

C8 doesn’t share allocations, but we do share common costs under an MOU.

Clients use one 855 phone number to access both Eligibility Workers and Customer Service Workers

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Streamline efficiency among

participating counties in delivering high

volume, transaction based services via

a virtual call center and consolidated

centralized digital imaging and case

management

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Leverage available resources across

county agencies.

Reduce or eliminated case worker

down time inherent with traditional

eligibility process.

Shift case responsibility from caseworker

ownership to project area ownership.

CCAO - June 13, 2012 8

Handle increased demand for services

while ensuring compliance with

federal/state regulations and standards.

Enhance access to services for

applicants with barriers (lack of

transportation, work schedules, etc.

Maintain local presence for services

best delivered by traditional model.

CCAO - June 13, 2012 9

CRIS-e changes were required, primarily the addition of Management Banks

C8 purchased a unified document imaging and workflow system from NorthWoods Consulting Partners.

Statistical tools were developed in partnership with Bowling Green State University

Call Center technology , expanded data lines and VoIP phone systems were installed by ODJFS.

CCAO June 13, 2012 10

ODJFS › Expanded Data Lines

› Installed VOIP

› Aspect ACD Software

› Dedicated OIS staff for

state/county design

team.

› Centralized Server

Space

› Legacy (CRISE) System

Enhancements

County JFS › RFP for unification of

document imaging

systems & design of

unified workflow.

› Centralized QC

database system.

› Dedicated county IT

staff as project TPOC

CCAO - June 13, 2012 11

Unify 7 digital

taxonomies into 1

Unify local policy

Standardize forms

Standardize

processes

Identify policy

changes/waivers

Identify CRISE

changes

RFP for unification of

digital platform.

Design unified case

workflow

Design call center

logistics

Identify cost sharing

methodology

Develop operations

manual

CCAO - June 13, 2012 12

CCAO - June 13, 2012 13

• All call center calls originate at a shared 800 number which feeds calls to

the state system.

• Phone traffic uses the state data network and reduces the need for

phone lines.

• The call attendant tree is divided into two primary sections, eligibility and

customer service.

• A software program on each worker’s PC will notify them when they have

an incoming call.

• Virtual hold is required by the Food and Nutrition Service to allow unscheduled interviews. It allows clients to get a call back when they reach the top of the queue or at a future set time rather than holding.

Client Calls 855

number to apply.

Call transferred

through expanded

state data lines to

final destination

county.

Call rings at a designated Call

Center VoIP phone that is

plugged into the worker’s

computer.

Case Worker

conducts phone

interview.

A Call Center

server in

Columbus decides

which worker will

receive it.

Caller hears

menu

selections and

selects Intake

or Customer

Service.

Virtual Call Center Design

Case Worker uses unified

imaging/workflow system to

process docs and track case

status CCAO - June 13, 2012 14

1-855-ASK-DJFS (275-3537)

Calls are distributed randomly amongst agents who are signed on in each county per staffing formula.

Eligibility Workers are assigned to MBs with different functions (interviewing or processing).

Customer Service workers answer routine questions and create change reports to take work off the eligibility workers.

All workers can access documents/cases in other C8 counties through the unified imaging system and

CRIS-e.

CCAO June 13, 2012 15

Managers can monitor call activity in

real time.

› Number of calls in queue

› Estimated wait time

› Number of agents signed on in each county

› Daily agent evaluation reports

› Average call handling time

CCAO June 13, 2012 16

4000

4500

5000

5500

6000

6500

7000

7500

8000

8500

9000

Wk of Jan 15 Wk of Feb 12 Wk of Mar 11 Wk of Apr 8 Wk of May 6

17 CCAO June 13, 2012

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Wk of Jan 15 Wk of Feb 12 Wk of Mar 11 Wk of Apr 8 Wk of May 6

New

App

Calls

Reapp

Calls

Custom

er

Service

Calls

18 CCAO June 13, 2012

26%

30%

43%

34%

36%

18%

28%

13%

12% 15%

24%

5%

5%

4%

10%

9%

2% 0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

Wk of Jan 15 Wk of Feb 12 Wk of Mar 11 Wk of Apr 8 Wk of May 6

19 CCAO June 13, 2012

CCAO June 13, 2012 20

8026 calls came into the main line during week of May 14-18th

- 49% selected Customer Service which is 3968 calls

- 62% of the New App calls were answered in 30 seconds or less, average

hold time was 5 min 13 seconds

- 60% of the Re-app calls were answered in 30 seconds or less, average

hold time was 6 min 37 seconds

- 40% of Customer Service calls were answered in 30 seconds or less,

average hold time was 7 minutes 32 seconds

- Overall Eligibility Agents were idle awaiting calls 5% of the time.

- Customer Service Agents were idle awaiting calls 3% of the time.

- Over 1702 people selected the virtual hold feature

- Intake calls averaged 21 min 14 seconds (includes call work)

- Redet calls averaged 22 min 50 seconds (includes call work)

CCAO June 13, 2012 21

•County Commissioners are charged with the efficient and

effective administration of federally funded human

service programs.

•Counties are statutorily accountable for meeting federal

performance standards focused on timeliness, accuracy

and program compliance.

•It was vital to Collabor8 project to not compromise

performance and in fact exceed expectations.

70%

75%

80%

85%

90%

95%

100%

81% 82%

95% 93%

Average

% of

Collabor8

Timeliness

22 CCAO June 13, 2012

70%

75%

80%

85%

90%

95%

100%

Mar-09 Mar-10 Mar-11 Mar-12

84% 85%

97% 94% Average %

of

Collabor8

Timeliness

23 CCAO June 13, 2012

Dr. John Sinn, Chair- Department of Engineering

Technology,

Michael Adams, Student Researcher

24 CCAO June 13, 2012

Engineering Tech. Dept., Quality Systems Major,

Student Based Applied Research (SBAR)

- Part-time (20 hours per week), for re-numeration

- Guided by faculty mentor and supervisor on site

- Pre-defined project objectives, built by team

- Accesses many resources in the University

Student(s) Get Credit, BS and/or Masters Degree

- TECH 4950, “Technical Project” course

- Multi-chapter report documents project for all

- Becomes “thesis”, major project, undergrad to grad shift

25 CCAO June 13, 2012

1.

EI

2.

UI

3.

AG

Co

mp

4.

Exp

5. W

AP

6.

Mis

c

7.

Tim

e

26%

48%

65%

80%

90% 96%

100%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

0

20

40

60

80

100

120

Error FrequencyCumululative % Corrected…

Quality Control reviews determine errors created in cases.

Most significant types of errors are identified.

As the most frequent errors are prevented, a cumulative percent for the amount of improvement is shown.

Time lapse: Feb 6, 2012 through April 6, 2012

26 CCAO June 13, 2012

• Displays the average dollar accuracy for each C8 county (only 2 are

shown).

• Individual management banks not meeting the 94% goal for quality

are easily identified. • 9.0% Error Rate C8 Dollar Accuracy 91.0%, retrieved from Quality

Tracker Database May 14, 2012 for timeframe: 2/6/12 – 3/9/12.

27 CCAO June 13, 2012

• In the top portion of the table, dollar accuracy is shown for individual Case Managers

within a management bank.

• A running average percent as well as a week to week percentage are shown.

• In the bottom portion, is the amount of error cases for each agent.

• Similar to the top table, a running total and weekly stats are displayed.

28 CCAO June 13, 2012

• Simple linear regression will be used to estimate the amount

of error based on current data.

y = 0.0723x + 28.056

90

100

110

120

130

140

150

160

1000 1100 1200 1300 1400

Nu

mb

er

of

Err

ors

Call Volume (Intakes + Redets)

# Error Cases within following 30 days

Predicted # of Error Cases within Following 30 days

Linear (Predicted # of Error Cases within Following 30 days)

29 CCAO June 13, 2012

County Allocation

%*

Call

Center

Circuits Monthly

Total

Delaware 11.83 $562.28 $1313.00 $1875.28

Knox 13.17 $625.97 $1313.00 $1938.97

Hancock 12.98 $616.94 $1313.00 $1929.94

Morrow 8.23 $319.17 $1313.00 $1704.17

Wood 22.07 $1,048.99 $1313.00 $2361.99

Sandusky 13.76 $654.02 $1313.00 $1967.02

Marion 17.97 $854.12 $650.00 $1504.12

TOTAL $13,281.51

January – June, 2012 monthly cost to each of the participating counties:

*Allocation percentages will change in July 30 CCAO June 13, 2012

County Allocation

%

Call

Center

Circuits Yearly Total

Delaware 11.83 $6,967.99 $15,756.00 $22,723.99

Knox 13.17 $7,757.26 $15,756.00 $23,513.26

Hancock 12.98 $7,645.35 $15,756.00 $23,401.35

Morrow 8.23 $4,847.55 $15,756.00 $20,603.55

Wood 22.07 $12,999.45 $15,756.00 $28,755.45

Sandusky 13.76 $8,104.78 $15,756.00 $23,860.78

Marion 17.97 $10,584.51 **$7800.00 $18,384.51

TOTAL $161,262.88

Yearly cost to each of the participating counties:

31 CCAO June 13, 2012

Technology

› Migrate remaining

imaging systems to

central server.

› Explore use of

Integrated Voice

Response

› Real time data

verification

Operations

› Call Center Mgr.

› Increased training

for Customer

Service Reps.

› Data and process

analysis

CCAO June 13, 2012 32

Contact Information

› Roxane Somerlot, Director

› Marion County Job & Family Services

› 740-386-1000

› somerr@odjfs.state.oh.us

CCAO June 13, 2012 33