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Department of Human Services

Income Maintenance Customer Service Center – Processing Design Event

“Pro Team-O”

September 13th – 16th, 2011

The Opportunity

Jaili Cunningham Department of Human Services

The “Pro Team-O” Team

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Team Members: Evy Neri, DHS IMCSC; Marcy Kesterson, DHS IMCSC; Rachael Andrews, DHS IMCSC; Melissa Franks, DHS Western Service Area; Molly Standard, DHS IMCSC; Danielle Anderson, DHS IMCSC; Jaili Cunningham, DHS IMCSC/CFEU; Amie Schippa, DHS CFEU; Matt Haynes, DHS Quality Improvement; Susan Godwin, DHS Quality Improvement

Scope Amie

In preparation for a specialized Processing team, design a standardized, efficient, and clear method of processing and completing changes. This will include processing those changes unable to be fully completed by the Customer Service Unit at the time of initial report, until completed, to include any related tracking entries.

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Goals Molly

1. Changes will be acted on within 10 days of receipt of information.

2. Changes will be made accurately and according to policy 95% of the time as indicated by IMCSC QA Review Tool results.

3. Increase the percentage of calls handled versus abandoned by 5%.

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Objectives Molly

1. Identify barriers to more efficient processing of changes as covered under the Scope.

2. Streamline any and all processes/procedures we can and clearly detail standardized steps (processing information received via ECF, monitoring for requested information not received timely and taking appropriate action, processing change reports, processing newborn reports, etc).

3. Review the current design and use of the RFI Log, making changes to design and protocol as necessary.

4. Design processes that include clear and efficient utilization of ECF, RFI Log, and OLN.

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Objectives Molly

5. Develop reference and guidance materials for Processing Workers.

6. Document the new processes in text to use for training staff and reference immediately following the Design Event.

7. Improve communication with field offices as applicable. 8. Improve the work environment as measured by

continued reduction in overtime. 9. Begin tracking the percentage of items processed in a

timely manner by Timely Notice.

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Clear objectives Team process Tight focus on time Quick & simple Necessary resources immediately available Immediate results (new process designed by end of

week) 5S “mindset”--use the steps to support the event

activities Sort, Set in order, Shine, Standardize, Sustain

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Kaizen Methodology Susan

Sharing staff across SAs; Shared caseloads Higher caseloads due to the current economy Specialized workers and job duties Health care reform Emphasis on accuracy and recoupment Less face to face contact with customers Use of “best available info” – rely more on

customer report without verification More emphasis on electronic documentation and

exchanges

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Trends Melissa

S = STRENGTHS W = WEAKNESSES O = OPPORTUNITIES T = THREATS

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SWOT Amie

Experienced staff ECF/paperless access Staff open to change Customer service Low supervisor to staff ratio Low staff turnover Training occurs in-house There is an IT Specialist in-house

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Examples of Identified Strengths Amie

Communication/clarifications on many levels is lacking/poor within the unit, teams, etc Inconsistent processes Varied schedules Lack of staff Too many IT systems – do not communicate

well with one another, duplication of info, slow Inconsistencies across the state in

practice affect our work 13

Examples of Identified Weaknesses Amie

Hire new employees Decide what CSC focus will be, what will

they do/not do Develop standardized processes Improve morale by actually making

changes Health care reform – new opportunities?

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Examples of Identified Opportunities Amie

Staffing stability/layoffs due to budget constraints Staff might be required to do even more

than now given budget constraints Old IT systems Health care reform

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Examples of Identified Threats Amie

Examples of Brainstorming Ideas Rachael • Purge RFI log at least monthly (improve speed) • Revise RFI log • Training/protocol on work # and ESOEs when to

use best available info • Develop templates & clear guidelines for OLN

use • Weekly team meetings • Central location to access resources,

communications, etc. • Develop procedure manuals • Create a guideline to LO office to report changes

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• Identifies – Impact to

customer – Difficulty

implementing

• Helps to rate/ rank solutions to resolve issues while identifying ease of implementation

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De-selection Process Matt

D I F F I C U L T Y

Homework Matt

Item Description Person

Responsible Due Date Notes Scan center stop uploading RFI cover letters as well as other duplicates to ECF process list

Jaili 30 days

Scan center /indexer staff should be trained to accurately name docs

Danielle 30 days

Scan Center staff should use client name, case number and identifying info

Danielle 30 days

"Received date" should be date the LO receives info, not scan date

Danielle 30 days

Scan center flag "Poor Quality" (process list or other system to indicate these may need follow up)

Melissa 30 days

Clerical assist with address changes from DIA, IME, and EAC (in generic queue)

Map

Guidelines of when/if processors should be pulled to phones and if phone workers should be pulled to process

Molly 30 days

Determine rotation if workers pulled to phones Danielle 30 days

Process Mon - Fri -- all processors have same schedule (if staggered shift who/sup is available)

Molly 90 days

Adjust/add more processors when more staff are hired

Jaili 90 days

Marcy O purge RFI log at minimum monthly (or at set interval)

Matt 30 days

New Process – ECF and RFI Log Marcy & Rachael

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New Process – Generic Danielle

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Team Member Experience Marcy

Comments

Matt Haynes Lean Co-Facilitator, Department of Human Services, Bureau of QI

Susan Godwin Lean Co-Facilitator, Department of Human Services, Bureau of QI

We welcome your questions and comments!

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