accelerated digital transformation
TRANSCRIPT
ACCELERATED DIGITAL TRANSFORMATIONCIO ACADEMY 2017MARCH 1, 2017
INTRODUCTIONSMODERATORS:
- GERRI MAGERS, VICE PRESIDENT, CONSULTING SERVICES - CGI- AMY CONRAD, SOFTWARE LEAD & ADVISOR - IBM
SPEAKERS:
- JEFFERY L. FUNK, REPRESENTATIVEDEPARTMENT OF CORRECTIONS AND REHABILITATION, STATE OF
CALIFORNIA- TANYA HOMMAN, CHIEF - PROVIDER ENROLLMENT DIVISION,
DEPARTMENT OF HEALTHCARE SERVICES, STATE OF CALIFORNIA- CATHY CLEEK, CHIEF INFORMATION OFFICER,
FRANCHISE TAX BOARD, STATE OF CALIFORNIA
DIGITAL TRANSFORMATION
DIGITAL TRANSFORMATION
Go paperless
Models & Analytics
MDM – Master Data Management
One Customer Record
People/Culture
WHY?
HOW? WHATs
NEXT?
DIGITAL TRANSFORMATION
Business Drivers & Goals
Technology
WHO?
Journey
CDCR SUCCESS STORYJEFF FUNK
CALIFORNIA DEPARTMENT OF CORRECTIONS AND REHABILITATIONDIVISION OF ADULT PAROLE OPERATIONS
Virtual Integrate Mobile Office (VIMO)
3/1/2017
Accelerated Digital Transformation
Picture of Log Book
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Business Case: Current Manual Paper Based Contact Process
Record of Supervision Logged in 2016: 1,506,756
Average Log Time: 45 min.
Total Time: 1,130,067 hrs.
Administrative task takes away from face time.
Drive to OfficeInterview probationers Log ContactPlan & Review Caseload
Accelerated Digital Transformation
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Process As-Is Cost ($) *Development Hours
To-Be Cost ($)
Savings ($/yr)
Payback Period
Contact Log 5,087 2 Months
CDCR Business Case: VIMO -- Mobile Application
20 minute improvement in process time
Expect 50% ImprovementProposed Process: In 2017, PAs logged 1,506,756 contacts consuming
~627,815 hours Review & Plan Caseload Interact with probationer
and log in the field
Reduction in the Contact Log process using the VIMO App gives Officers 502,252 more hours in the field.
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© Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
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Agent working on Digital Field Book
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Native Smartphone Features provide efficiencies
Functionality Implemented in VIMO
Click to Dial Click to Email
Camera
Defaulted Entries:• Date/Time• Type• Location• PO
Talk to text for notes.
Google Maps
© Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
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DHCS SUCCESS STORYTANYA HOMMAN
PAVECalifornia’s Provider Management
ModuleTanya Homman, Chief Provider Enrollment Division California Department of Health Services
California at a GlanceFiscal Year 2016/2017
Total Budget - $105.3 billion ($19.6 billion state funds) Beneficiaries served – 14.3 million Enrolled FFS providers – 154,000 21% Fee-for-Service (FFS) Average annual Fee-For-Service claims submitted – 140 millionAverage weekly check-write (FFS Providers) – $350 million
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Departmentof Child Support
Services
Departmentof Community
Services & Development
Departmentof Aging
Departmentof Developmental
Services
EmergencyMedical Services
Authority
Departmentof Managed
Managed Risk Medical
Insurance Board
Departmentof Public Health
Departmentof Rehabilitation
Departmentof Social Services
Departmentof State Hospitals
Office ofStatewide Health
Planning & Development
Office of Health Information
Integrity
Office of thePatient Advocate
Officeof Systems Integration
Other CHHS DepartmentsProvider Management
Provider Management
Provider ManagementProvider Management
Provider Management Provider Management
Provider Management
Provider Management
Provider Management
Provider Management
Provider Management
Provider Management
Provider Management
Provider Management
Provider Management
Provider Management
Provider Management - ³As-Is´ Ownership
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Provider Enrollment Facts• 154,000 Enrolled Provider sites• 2200 Applications per Month• 70 Provider Types• 26 Different Applications• 96 Sub Forms• 108 Supporting Document Types • 8,400 Transmittals Annually• 90-180 days• Paper/Manual
• Significant Effort Required • Incomplete Submissions• Long Wait • Unknown Status • Provider Dissatisfaction• Difficult to Oversee • Resource Need• No live support
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REALITY!
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USER CENTRIC(Internal and External)
VISION• Business Centric Capabilities• Exceptional User Experience• Advanced Analytics for Comprehensive Screening• Dynamic Workflows and Case Management
MISSION• IT Enablement• Unified Single Source Enrollment • Interoperability• Scale-able• Flexible – Modifiable• Secure, Secure, Secure
GOALS• Meet and Exceed Federal Compliance• MITA Maturity and Compliance• Increased Front End Program Integrity• User Friendly – Ease of Use• Ad Hoc Reporting• Complete Automation 19
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PAVE - Screening and Enrollment
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Monitoring
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PAVE Architecture: Social Enterprise Technology
25Modularity Interoperability
Modularity: A Unique Business Perspective
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Business-Centric IT Modules - Business needs drive technical design
Innovation-focused automation - Modularity needs to deliver something new
Configurable functionality - Customize the technology to fit specific needs
Interoperable infrastructure - Seamlessly integrate with other business modules
Plug-and-Play deployment/procurement - Expand or Replace any module without impacting the enterprise
FTB SUCCESS STORYCATHY CLEEK
CASE STUDY - FTB
Go paperless
Models & Analytics
MDM – Master Data Management
One Customer Record
Go paperless
MDM – Master Data Management
One Customer Record
Models, Analytics & MyFTB
STEP 1: GO PAPERLESSPre-EDR
Post-EDR
CASE STUDY - FTB
Go paperless
Models & Analytics
MDM – Master Data Management
One Customer Record
Go paperless
MDM – Master Data Management
One Customer Record
Models, Analytics & MyFTB
STEP 2: ONE CUSTOMER RECORD
Pre-EDR Post-EDR
ViewsOperationalDiscovery
CASE STUDY - FTB
Go paperless
Models & Analytics
MDM – Master Data Management
One Customer Record
Go paperless
MDM – Master Data Management
One Customer Record
Models, Analytics & MyFTB
STEP 3: MDM: MASTER DATA MANAGEMENTPre-EDR Post-EDR
CASE STUDY - FTB
Go paperless
Models & Analytics
MDM – Master Data Management
One Customer Record
Go paperless
MDM – Master Data Management
One Customer Record
Models, Analytics & MyFTB
STEP 4: MODELS & ANALYTICS & MYFTB
Pre-EDR Post-EDR
QUESTIONS?