Ism presentation 2010

27
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 1 OTDA – Office for Temporary and Disability Assistance DOH – Department of Health OCFS – Office of Children and Family Services

Transcript of Ism presentation 2010

Page 1: 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

1

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

Page 2: Ism presentation 2010

2

•  New York’s Human Services Landscape

•  Challenges •  Approach

•  Interim Accomplishments

•  Lessons Learned

Agenda

Page 3: Ism presentation 2010

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

373 miles

33

0 m

ile

s

State Supervised & Counties Administered

Page 4: Ism presentation 2010

4

Steep Increase for Food Stamp Caseload

Num

ber o

f Rec

ipie

nts

Year

22% increase

Page 5: Ism presentation 2010

High Expectations for Providing Quality and Cost-Efficient Health Care

5

2014 Plan by 11/2010

If enacted, implement by 2016

Page 6: Ism presentation 2010

Unprecedented Challenges Demand New Ways of Doing Things

6

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

Page 7: Ism presentation 2010

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

7

Page 8: Ism presentation 2010

Enterprise Architecture

Define Business Goals & Provide Delivery

Mechanism

Caring and Feeding Project & Change Management

Page 9: Ism presentation 2010

Business Process Reengineering Process Improvement

Source: Leon Kappelman

Page 10: Ism presentation 2010

Human Resources Organization Design Job Design

Source: Leon Kappelman

Page 11: Ism presentation 2010

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

11

TOGAF Process

Page 12: Ism presentation 2010

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

12

Page 13: Ism presentation 2010

13

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

Page 14: Ism presentation 2010

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)

14

Page 15: Ism presentation 2010

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!

Page 16: Ism presentation 2010

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

16

Page 17: Ism presentation 2010

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

Page 18: Ism presentation 2010

18

•  Web Portal

•  IVR/Call Center

•  Rules Engine •  Document Management

•  Workload & Case Management

Page 19: Ism presentation 2010

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%

19

Page 20: Ism presentation 2010

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)

Page 21: Ism presentation 2010

21

myBenefits – A HHS Client Portal

Page 22: Ism presentation 2010

22

Over 400,000 Pre-screenings Performed Since June 2008

Page 23: Ism presentation 2010

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

Page 24: Ism presentation 2010

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

Page 25: Ism presentation 2010

Time Reduction Made Possible by Process Streamlining and Technology Enablers

(best case scenario only, change management needed)

25

Pink ~ manual steps Green ~ automated

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

As-is Org. Model

To-be Org. Model

Page 26: Ism presentation 2010

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

Page 27: Ism presentation 2010

27