Ism presentation 2010
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Transcript of Ism presentation 2010
Daniel C. Chan, Ph.D. Chief Information Officer Office for Temporary and Disability Assistance [email protected]
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
4
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
5
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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20
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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