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December 2013 Volume 1, Issue 4
OK Lean & Green:A SNAP Participation Program
Tosha Robinson, MA Iyla Griffin, MLA Laura Giblin, MA Shannon Rios, PhD
Department of Human Services Office of Planning, Research and Statistics
The Practice and Policy Research Quarterly highlights program evaluation and research findings on social and economic issues. It is designed to inform and provide policy and academic research audiences with timely and high quality data and statistical, economic and social analyses.
If you have questions, comments, or suggestions regarding the report, please contact the Department of Human Services, Office of Planning, Research and Statistics at 405-521-3552.
DHS, Office of Planning, Research and Statistics P.O. Box 25352
Oklahoma City, OK 73125
OK Lean & Green:
A SNAP Participation Program
Department of Human Services
Tosha Robinson, MAIyla Griffin, MLALaura Giblin, MA
Shannon Rios, PhD
Office of Planning, Research and Statistics
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Table of Contents:
I. INTRODUCTION 5
II. BACKGROUND 6
III. PROJECT OVERVIEW 7
A. PRE-GRANT PROCESSES 12
Paper Filing 12
Employment and Income Verification 12
Timeliness 13
Accuracy 13
B. PROCESS IMPROVEMENT INITIATIVES 14
OKDHSLive! 14
Lean/Six Sigma Training 14
Imaging 15
The Work Number eXpress 17
IV. RESULTS 18
Staff Implementation Survey 20
Leadership Process Evaluation Survey 24
SNAP 26
A. CHALLENGES AND SUCCESSES 29
Challenges 29
Successes 30
Unintended Results 30
Lessons Learned/Project Replication 30
V. DISCUSSION AND CONCLUSIONS 32
ACKNOWLEDGEMENTS 33
REFERENCES 33
I. INTRODUCTION
“Improvement usually means doing something that we have never done before.” – Shigeo Shingo
The value of continuous improvement motivated Oklahoma Department of Human Services’
(DHS) leadership to seek grant opportunities that would provide capability for improved process
efficiency and customer service through technological advancements, while increasing the agency’s
focus on environmentally friendly processes. In late 2009, the agency identified several elements of
the Supplemental Nutrition Assistance Program (SNAP), formerly known as food stamps, worthy of
process improvements and technological upgrades in order to better serve staff and clients’ needs.
DHS is committed to providing children and families with easier access to programs intended to
enhance health and well-being. SNAP is a government assistance program established to help low-
income households pay for food. SNAP is one of several programs administered by the United
States Department of Agriculture Food and Nutrition Service (USDA-FNS) and state human
services agencies to address food insecurity and hunger. The DHS Adult and Family Services (AFS)
division administers the SNAP program in Oklahoma. The mission of DHS is to improve the
quality of life of vulnerable Oklahomans by increasing people’s ability to lead safer, healthier, more
independent and productive lives. The mission of AFS is to promote community trust and employee
confidence using open communication and productive partnerships to deliver timely, consistent,
quality service supporting children, adults, and families at risk or in need.
The OK Lean & Green project was a cooperative agency venture that included Adult and Family
Services, Office of Management and Enterprise Services Information Services Division, and the
Office of Planning, Research and Statistics. Prior to the implementation of the OK Lean & Green
project, SNAP processing included paperwork that was often cumbersome, difficult to share
internally and externally, and required substantial storage space. Additionally, the lack of electronic
records hindered the implementation of a centralized call center to better assist with customer
service.
The primary goal of the OK Lean & Green Project was to improve efficiency and sustainability in
office processes and enhance the provision of quality customer service statewide while
simultaneously reducing DHS’s carbon footprint. Through document imaging and the Work
Number eXpress, the project sought to improve accuracy and timeliness, provide staff and clients
easier access to case information, reduce waste and improve customer service. Moreover, DHS
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anticipated a decreased negative impact on the environment. In order to accomplish these goals and
objectives, the project automated work flow by imaging documents and utilizing an income
verification service for clients. The project enhanced the effectiveness of the SNAP application,
certification, and recertification processes. Additionally, positive changes included easily tracking
documents, standardized desk management, improved time management, multiple access points for
the same data, and easier case transfers. This project was designed to address the FNS mission of
providing children and needy families better access to food, while also serving as a model for other
states to provide optimal, quick and effective services to the citizens who need them most.
II. BACKGROUND
Oklahoma is a poor state compared to the rest of the nation and has been for some time. Although
the current economic situation may be improving, during the time prior to the OK Lean and Green
project, the U.S. Census Bureau's Current Population Survey found that 13.5 percent of
Oklahomans lived in poverty over the period of 2007-08, which was above the U.S. poverty rate of
Figure 1: 2005-2010 Oklahoma Unemployment Rates
Oklahoma Unemployment Rates
3.0
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7.0
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Dec
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Mar
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12.9 percent for the same period. The poverty data indicated that about one out of every seven
Oklahomans, or 519,000 people, lived in poverty. Overall, Oklahoma ranked as the tenth poorest
state in the nation. Oklahoma's economy followed the downward trend of the national economy.
Oklahoma's seasonally adjusted unemployment rate was 6.6 percent in March 2010. This represents
an increase of 0.8 percentage points compared to the rate for March 2009 (Figure 1). According to
the Bureau of Labor Statistics March 2010 data, 117,740 Oklahomans were actively looking for a job 6 | P a g e
with no success. The number of SNAP recipients has been increasing continuously since March
2008. As indicated in Figure 2, in 12 months 90,000 additional SNAP recipients were served by
DHS. The increasing number of citizens eligible for SNAP is another indication that Oklahoma
families are facing challenging times. Low-income Oklahomans greatly benefit from the assistance
that SNAP provides. Human services agencies are challenged to serve an increasing number of
needy clients with fewer staff and resources. In order to meet this difficult task, human services
agencies must eliminate waste and inefficiency within business processes while also providing quality
customer service.
III. PROJECT OVERVIEW
The OK Lean & Green project had two main goals (Figure 3). The first goal was to improve
efficiency in business processes. The second main goal was to enhance the quality of customer
service for SNAP recipients statewide. Several objectives were developed to accomplish these goals.
The project focused on removing obstacles
for SNAP clients throughout Oklahoma. By
improving office processes, the OK Lean &
Green project endeavored to improve
accuracy and timeliness rates, on average, in
each of the state’s 77 counties.
Figure 2: Individual SNAP recipients - FY 2009
Individual SNAP Recipients by Month FY 2009
500,000
490,000
480,000
470,000
460,000
450,000
440,000
430,000
420,000
410,000
July
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
Jun
In an effort to further increase efficiency in
office processes, the OK Lean & Green
project tracked SNAP accuracy and
timeliness rates throughout the duration of
the project. The project sought to process
SNAP applications, certifications and
recertifications rapidly and accurately which
would, in turn, increase customer satisfaction.
The OK Lean & Green project implementation took place in several steps. First, a kick-off meeting
was held to map the project and plan implementation activities. A leadership team was formed and
met monthly to discuss progress, challenges and evaluation. An Imaging Steering Committee was
formed and met monthly to provide updates and share successes and challenges encountered
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throughout the project. Additionally, Imaging Overview Sessions were held across the state with
front-line staff. In these sessions, staff were engaged and asked to think about how their work would
be affected by imaging. Staff members were introduced to the Workflow Imaging Application
including the Workflow screens that would be used after implementation. Also, DHS contracted
with Business Imaging Systems (BIS) to purchase scanners to be delivered and set up across the
state. Successful county rollout occurred according to a schedule (Figures 4 and 5). Two weeks prior
to county rollout, WorkFlow training was provided, which included hands-on, computer-based
training. This training provided staff with realistic case documents and scenarios so that after
training, staff members would know how to use imaging in their daily work tasks. County rollout
began the first day that imaging was established in that particular location and included an additional
two weeks of on-site technical support and assistance.
Figure 3: Project Goals and Objectives for the OK Lean & Green Project
Goal 1: Increase efficiency in office processes for Adult and Family Services workers and SNAP clients.
Objective 1 – Lean/Six Sigma training for Adult and Family Services leadership and staff.
Objective 2 – Improve accuracy rates across the state. Objective 3 – Improve timeliness rates across the state.
Objective 4 – Increase access to eligible SNAP participants (application, certification, and recertification).
Goal 2: Enhance customer service quality statewide through the implementation of technological advancements.
Objective 1 – Provide staff and clients greater access to information (easily track documents, standardize desk management, improve time management, multiple access points for the same data and faster case transfers).
Objective 2 – Provide easy online access to clients’ income verification.
Objective 3 – Reduce waste (reduce use of paper, reduce idle time for staff and clients and reduce storage space and transportation costs).
The project began with a Centralized Imaging Process (Figure 6). Centralized imaging involved one
imaging center to which all documents were routed to be scanned and imaged for an area or region
of Oklahoma. This required DHS staff to relinquish their case documents for imaging. The process
occurred via interagency mail in which couriers retrieved documents each day on their existing route.
This approach was then replaced with a decentralized imaging approach. Decentralized imaging
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involved placing scanners in each county office and having DHS staff scan case documents on-
site. Another aspect of the OK Lean & Green project was the implementation of the Work
Number eXpress. The Work Number eXpress is a service of TALX, the largest provider of
automated employment and income verifications in the United States. Use of the Work Number
eXpress was implemented successfully throughout the state in December 2010. As part of the
evaluation of this project, interviews were conducted approximately one month after the
implementation of the scanners. The interviews were designed to gather feedback from county staff
for evaluative purposes and to provide opportunities to compile lessons learned throughout the
implementation of the project. Finally, ongoing support and assistance for imaging continues
although the grant has officially concluded.
Figure 4: Area 2 Decentralized Imaging Rollout Schedule
Area 2 Decentralized Imaging Rollout Schedule
Month Day Task County Location Resource July 1* County Exit 25C Garvin County
5* County Overview 75C Washita County Tammy 6 WorkFlow training 50C/43C Murray/Love Counties 7 WorkFlow training 50C/43C Murray/Love Counties 7* County Overview 29C Harmon County Tammy 8 County Rollout 50C Murray County 8 County Rollout 43C Love County 8* County Overview 71C Tillman County Tammy 11* County Overview 38C Kiowa County Tammy 12* County Overview 34C Jefferson County Tammy 12 County Support 50C Murray County 12 County Support 43C Love County 13* County Overview 17C Cotton County Tammy 14* County Overview 28C Greer County Tammy 15* County Exit 50C Murray County 15* County Exit 43C Love County 18 WorkFlow training 71C/38C/75C/28C/34
C/17C/29C Lawton lab
19 WorkFlow training 71C/38C/75C/28C/34 C/17C/29C
Lawton lab
21 WorkFlow training 71C/38C/75C/28C/34 C/17C/29C
Lawton lab
22 WorkFlow training 71C/38C/75C/28C/34 C/17C/29C
Lawton lab
25 County Rollout 71C Tillman County 25 County Rollout 75C Washita County
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Figure 4 continued: Area 2 Decentralized Imaging State Rollout Schedule
Month Day Task County Location Resource 25 County Rollout 34C Jefferson County 25 County Rollout 17C Cotton County 26 County Rollout 29C Harmon County 26 County Rollout 28C Greer County 26 County Rollout 38C Kiowa County 27 County Support 71C Tillman County 27 County Support 75C Washita County 27 County Support 34C Jefferson County 27 County Support 17C Cotton County 28 County Support 29C Harmon County 28 County Support 28C Greer County 28 County Support 38C Kiowa County 29* County Exit 71C Tillman County 29* County Exit 75C Washita County 29* County Exit 34C Jefferson County
August 2* County Exit 17C Cotton County 2* County Exit 29C Harmon County 3* County Exit 28C Greer County 3* County Exit 38C Kiowa County
* Tentative date
Figure 5: Area 4 Decentralized Imaging State Rollout Schedule
Area 4 Decentralized Imaging State Roll-out Schedule
Month Day Task County Location Resource Oct. 11 WorkFlow Training 61C McAlester Lab (12) Tammy, Darius,
Michael 12 WorkFlow Training 61C McAlester Lab (12) Tammy, Darius,
Michael 13 County Rollout 61C Pittsburg County
17 WorkFlow Training 45C Antlers Lab (9) Tammy, Darius, Michael
17 County Support 61C Pittsburg County 18 County Support 61C Pittsburg County 18 WorkFlow Training 45C Antlers Lab (9) Tammy, Darius,
Michael 19 County Support 61C Pittsburg County 19 WorkFlow Training 45C Antlers Lab (9) Tammy, Darius,
Michael 20 WorkFlow Training 45C Antlers Lab (9) Tammy, Darius,
Michael 21 WorkFlow Training 45C Antlers Lab (9) Tammy, Darius,
Michael 24 County Rollout 45C McCurtain County
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Figure 5 continued: Area 4 Decentralized Imaging State Rollout Schedule
Month Day Task County Location Resource
24 WorkFlow Training 62C Norman Lab (20) Tammy, Darius, Michael
25 WorkFlow Training 62C Norman Lab (20) Tammy, Darius, Michael
26 WorkFlow Training 07C McAlester Lab (12) Tammy, Darius, Michael
26 County Support 45C McCurtain County 26 County Rollout 62C Pontotoc County 27 WorkFlow Training 07C McAlester Lab (12) Tammy, Darius,
Michael 27 County Support 45C McCurtain County 28 County Support 45C McCurtain County
Oct. 28 WorkFlow Training 07C McAlester Lab (12) Tammy, Darius, Michael
31 County Support 62C Pontotoc County 31 County Rollout 07C Bryan County
Nov. 1 County Support 62C Pontotoc County 2 County Support 62C Pontotoc County 2 County Support 07C Bryan County 3 County Support 07C Bryan County 4 County Support 07C Bryan County 7 WorkFlow Training 67C + 54C Norman Lab (20) Tammy, Darius,
Michael 8 WorkFlow Training 67C + 54C Norman Lab (20) Tammy, Darius,
Michael 9 WorkFlow Training 41C + 48C Norman Lab (20) Tammy, Darius,
Michael 9 County Rollout 67C Seminole County 9 County Rollout 54C Okfuskee County 14 County Support 67C Seminole County 14 County Support 54C Okfuskee County 14 County Rollout 41C Lincoln County 14 County Rollout 48C Marshall County 15 WorkFlow Training 12C, 64C, 15C,
03C Antlers Lab (9) Tammy, Darius,
Michael 15 County Support 67C Seminole County 15 County Support 54C Okfuskee County
Nov. 16 WorkFlow Training 12C, 64C, 15C, 03C
Antlers Lab (9) Tammy, Darius, Michael
16 County Support 67C Seminole County 16 County Support 54C Okfuskee County
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A. PRE-GRANT PROCESSES
Prior to the OK Lean & Green project, DHS staff and clients were burdened with individually
managing paper documents. Additionally, SNAP clients were required to individually verify income
and employment information by contacting current or previous employers, requesting pay stubs and
other important documents to be provided to the case worker.
Paper Filing
Processing applications for benefits such as SNAP often requires verification that is dependent upon
household circumstances. Prior to the OK Lean & Green project, AFS staff typically accessed client
records in an office file room. File rooms had amassed thousands of case files and documents. The
files contain documentation needed to make decisions regarding program eligibility, as well as for
auditing purposes. All paper records were kept in order to maintain the integrity of the certification
process. In order to provide services or answer questions, case records must be available for review.
As people move or request services from different county offices, paper case files were not readily
available for workers to assist clients. When an existing client applied for services at a different
county office, a transfer request was made for the case file; the case file would be located and
subsequently mailed to the requesting office. Unfortunately, this process meant a significant wait for
the client who could be in an emergency situation. This system also relied on one single copy of the
case file as the ultimate record of application and eligibility. Paperwork in any office can be easily
lost or misplaced especially given the volume of paperwork handled by staff and clients.
Additionally, staff must actively manage paper files to assure all required documents are contained in
case files. Handling paper files is extremely time consuming, inefficient, and costly. Electronic
records enable workers throughout the state to access case information at any time.
Employment and Income Verification
The SNAP program requires that all income or terminated income be verified to determine eligibility.
Employment and income verification is a cumbersome process for clients and workers. Although
employment and income verification is to be provided by the person requesting services, clients may have
difficulty obtaining these verifications due to transportation issues, lack of employer cooperation, or
other factors. Clients must contact previous employers to request paystubs and employment
verification documents be faxed to their AFS worker, which must be tracked and managed. Many
customers requesting benefits often do not follow through and therefore cannot be served. The lack
of income and employment verification often delays the timeliness of benefit decisions and can also
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result in a termination of benefits during the mid-year renewal and recertification processes. Many
efforts are made to assist clients in obtaining necessary verifications including calling employers and
mailing or faxing forms to employers or other income sources—but even with these efforts, many
times verification is not provided in a timely manner resulting in a denial or closure of a client’s
SNAP benefits.
Timeliness
The SNAP program has two ongoing timeliness rates that are federally regulated and monitored.
First of all, timeliness rates for expedited or emergency benefits processing are examined. County
staff use specific standards to determine expedited eligibility including gross income, housing costs,
and resources. Initial applications are screened for expedited or emergency benefit criteria and if
met, the applicant’s eligibility must be determined within seven days. Typically, interviews for
emergency benefits are conducted the same day the application is submitted. The worker attempts to
secure all needed verifications during the interview and when necessary, postpones verification(s) to
issue SNAP benefits for an initial one-month certification. The applicant’s identity is the only
required verification for an initial expedited certification. Processing the application quickly so that
an eligibility determination can be made is of utmost importance. If the applicant is eligible, benefits
can then be issued in an expedited manner. The second timeliness rate that is measured and
monitored relates to regular or 30 day processing. All applications, excluding expedited, fall into this
processing timeframe. The goal is to complete an interview, obtain needed verifications, process the
application, and determine eligibility by the 30th day after the application is received.
The federal expectation is 100% timeliness in both processing categories; however, there is a 95%
benchmark of success allowed. When a county falls below 95% in one or both processing categories
for three consecutive months, the county is required to issue a corrective action plan explaining how
timeliness will be improved. USDA-FNS monitors state timeliness through receipt of state
timeliness reports. States are not sanctioned by dollar penalties for not meeting timeliness standards.
Prior to the implementation of the project, the timeliness rate for expedited and regular applications
statewide was 96.70% and 97.00%, respectively.
Accuracy
The accuracy rate is a cumulative rate that is monitored continuously and fluctuates throughout each
Federal Fiscal Year, beginning October 1 and ending September 30. This accuracy rate includes the
calculation of both positive and negative errors. Positive errors are those that result in overpayment
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of benefits. Negative errors are those that result in case closures, denials and reduction of benefits.
The federal expectation for states is 100% payment accuracy. Each state has a Quality Control unit
responsible for reading a random sample of case actions for accuracy in both positive and negative
errors on an annual basis. Their decisions determine the dollar amount of accuracy or error amount
per case action reviewed. The cumulative total of both correct and incorrect dollars issued creates
the combined payment accuracy rate. Oklahoma’s benchmark is 96% for combined payment
accuracy in issuing dollar benefits to eligible households. Each state reports their monthly state error
rates to USDA-FNS who then calculates a national ranking and average percent every month. States
are encouraged to fall below the national payment error rate. States who rise above the national
average error rate for multiple years in a row may be financially sanctioned.
B. PROCESS IMPROVEMENT INITIATIVES
Several initiatives were implemented by DHS to support streamlining SNAP processes for
increased staff efficiency, increased client satisfaction, and decreased environmental impact:
OKDHS Live!, Lean/Six Sigma training, document imaging, and the Work Number eXpress
income verification service.
OKDHSLive!
OKDHS Live! is an online system for SNAP eligibility screening, application, recertification, and
mid-year renewal. This online system was adapted from a web-based application used by the City of
San Francisco and implemented with help from grant funds awarded by USDA-FNS in 2009.
Other benefits of OKDHSLive! include: confirmation when the application has been submitted; a
list of documentation the client must provide for final eligibility determination and the ability for
many people to review benefit information with privacy and ease of access. Clients may access
OKDHS Live! from any computer with internet access, via kiosks located in DHS Human Services
Centers (county offices), or with help from staff in call centers.
Lean/Six Sigma Training DHS began investing in Lean/Six Sigma training for leadership and staff in 2005 which has served
as a foundational step in the OK Lean & Green Project. Lean/Six Sigma training is a combination
of several Japanese born business philosophies. Kaizen, or rapid improvement processes, often is
considered to be the "building block" of all lean production methods. The Kaizen philosophy
focuses on making small continual improvements with an understanding that all people in the
organization are vital to the improvement process. Lean production is founded on the idea of
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eliminating waste from the production cycle while Six Sigma is a disciplined and data-driven
methodology for eliminating defects in any process. DHS uses multiple approaches to improve work
processes, enhance performance, reduce variability, and keep processes aligned with business goals
and objectives. In an effort to promote lean business processes, AFS initiated training for workers
and supervisors in introductory Lean/Six Sigma methodology. This training aids staff in the
identification of opportunities for continuous improvement that sets the stage for reduction of
waste within AFS processes.
Imaging
DHS began to convert a portion of client case files to an electronic case file model in 2007. By 2010,
17 of 93 offices, approximately one-third of ongoing case file production, used scanned case files for
all benefit operations, including SNAP, Medicaid, State Children's Health Insurance Program
(SCHIP), Temporary Assistance for Needy Families (TANF), Child Care, and Energy Assistance. At
these locations, one hundred percent of agency and client produced forms and documents were
copied and sent to be converted through the centralized imaging process, which included more than 100
forms and documents (i.e. applications for benefits, identification cards, pay stubs, correspondence,
birth certificates, school and work schedules, and bank statements).
Initially, the mode of scanning practice involved the use of a courier and the Centralized Imaging
Center (Figure 6). Documents were compiled and sent to the Centralized Imaging Center usually
within 24 hours of receipt by DHS. Once imaged, they were then accessible to workers through
enterprise retrieval and workflow applications. This approach required imaging staff to index the
content of each document so staff could easily identify documents by case number, client name or
Social Security number.
Imaging has proven to be more secure and less prone to loss than paper documents and has enabled
the Direct Information Assistance Line (DIAL), a centralized call center for Oklahoma County.
Because the client’s case documents were accessible by all DHS staff, regardless of where they were
housed, the DIAL center first tier staff (contractors) could assist clients with questions about their
cases and the second tier staff (DHS staff) could actually make some case changes, such as address
or contact information changes. Imaging also freed up space in the local lateral files. When the OK
Lean and Green project began, the Centralized Imaging Center was at capacity with nearly one
million documents imaged per month (Figure 7). Although centralized imaging worked well for a
few county offices, it was not feasible on a statewide scale. 15 | P a g e
Figure 6: Centralized Imaging Process Model
In order to implement a statewide system, a model
allowing local staff to scan (image) documents at the
point of entry into the DHS system was designed. The
decentralized imaging project allowed for the expansion of
the electronic case file beyond geographic limits and
increased the processing efficiencies within DHS. This
approach also reduces the practice of copying documents
prior to scanning them. Scanning, image retrieval, and
integrated workflow software creates an accessible case
file that supports centralization of eligibility processes,
enables statewide workload redistribution and does so in a single simple step on site. Scanners
Figure 7: A typical month’s worth of documents processed by Centralized Imaging Office.
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capture documents produced by clients and other entities, which vary greatly in size, quality and
color (Figure 8). The scanners have the capability to scan a driver’s license, as well as normal letter
and legal sized documents.
Figure 8
Prior to scanning each document, staff enter the associated case number and the scanner retrieves
demographic and caseload data from the AFS database. Once a staff member types the case number
into the scanner, index values, such as client name, Social Security number (SSN) and date of birth,
automatically populate index fields on the scanner screen. This link to the database reduces manual
typing errors by allowing a user to type a single field (case number)
rather than all fields individually. In addition, the decentralized
imaging system allows a local user to index or file the documents
into electronic case files by logical groups or batches. Users are able
to capture print streams from the Family Assistance/Client Support
information system (FACS) to eliminate the need to print and scan
state reports and forms. Moreover, it adds documents to the
document management system on an ad hoc basis and directly
from other applications such as the Automated Caseload
Evaluation System (ACES). Imaging allows DHS to use resources
in the most efficient and responsible way, thereby reducing the
agency’s environmental costs.
Business Imaging Systems (BIS), a software developer and service provider, was chosen as the
vendor for decentralized imaging. BIS built its solution on EMC Document ApplicationXtender,
which delivers secure, cost effective, easy-to-use storage and document imaging. Two Information
Systems Service Coordinators were assigned to the project part-time for one year to work in the field
as the devices were rolled out in order to assist with staff training and address technical issues. BIS
provided training to DHS Office of Management and Enterprise Services Information Security
Division to support personnel on the functionality and usage of the Administrative Support
Console. This administration tool was designed to remotely diagnose and support county offices as
needed.
The Work Number eXpress The Work Number eXpress, a service of TALX, is the largest provider of automated employment
and income verifications in the U.S. Over 1,000 employers contract with The Work Number eXpress
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to provide verifications, including well over half of the Fortune 500 companies. Prior to the OK Lean
and Green project, AFS staff accessed The Work Number by using the basic "free" version requiring
at least a five day waiting period for response via FAX with a set minimum amount of information
provided. AFS initially piloted the eXpress Service from The Work Number at several county offices
in the state. This upgraded version of the Work Number eXpress provides immediate response online
with considerably more detailed information from employers. The staff in the pilot areas reported:
“I received very positive feedback from the field as to having instant access to employment/income information.”
“This was helpful in verifying terminated employment.”
“I was able to run an initial scan on people just to see if they had employment and because of the way the information is laid out, if there was no employment in the cursory glance.”
“We learned of additional employment by entering the client's Social Security number rather than an Employer ID alone, which was helpful in avoiding errors in certifying benefits.”
“There is less opportunity for oversight or loss of paperwork on either side as the information is input in the computer rather than a faxing process.”
IV. RESULTS
The purposes of the project evaluation were to assess the project’s processes and outcomes, as well
as prepare required reports and disseminate results. The OK Lean & Green project employed a pre-
post survey design for project evaluation with Adult and Family Services staff. Additionally, the OK
Lean & Green leadership team members assessed the project and its implementation quarterly using
a process evaluation survey. The resources used to support the project included staff, equipment,
technical resources and data collection. The variables selected for analysis are described in Figure 9.
The variables relate to the various phases of implementation of the project from the perspective of
Social Service Specialists and the grant leadership team. The data were collected with surveys
administered to participants via DHS’s Business Enterprise Survey Tool (BEST). Participation was
completely voluntary. All results were analyzed in aggregate form. Strict information security
guidelines were followed so that the confidentiality and anonymity of participants and their
responses were protected and no known harm came to participants. Other data sources included: 18 | P a g e
SNAP program participation data, SNAP accuracy rates by county, SNAP timeliness rates by
county, online client’s income verification data, paper usage data and copier usage data. Data was
triangulated from the various data sources. Applying this methodology strengthens findings,
interpretations, as well as controls for the impact of outside variables and unrelated factors. The
OK Lean & Green evaluation team hypothesized that with the implementation of the project,
efficiency and customer service would improve across the state.
Figure 9
OK Lean & Green Survey Variables and Definitions
Variable Definition
Pre-implementation period October 2010-December 2011 (15 months)
OK Lean & Green Project period December 2011-August 2013 (21 months)
Staff Pre-Post Variables:
Location of case documents Social Services Specialists I-IV were asked about their ability to quickly locate cases and needed documents for case files.
Dual monitors Social Services Specialists I-IV were asked to rate their experience with using dual monitors to process benefits in the eligibility system.
Filing system Social Services Specialists I-IV were asked to rate the organization of their work with the current filing system.
Access to co-workers’ cases Social Services Specialists I-IV were asked about their ability to easily assist co-workers with their case files if an unexpected absence occurs.
Location of case files with current filing system
Social Services Specialists I-IV were asked about their ability to find case files or documents with the current filing system.
Time spent searching for lost case files
Social Services Specialists I-IV were asked about the time they spend searching for lost or misplaced case files in a 40 hour work week.
Desk organization Social Services Specialists I-IV were asked whether they have sufficient work space and organized files at their desks with reference to the current filing system.
The Work Number eXpress Social Services Specialists I-IV were asked whether the Work Number eXpress Service improved their casework.
19 | P a g e
Figure 9 continued
Difference between Work NumbereXpress and Standard (Fax) service
Social Services Specialists I-IV were asked what they saw as the most important difference between the Work Number eXpress Service and the Standard (FAX) Service.
Influence of the Work Number eXpress Social Services Specialists I-IV were asked to share one example (without case-specific information) of when the Work Number eXpress has altered or influenced their eligibility decision.
Leadership Pre-Post Variables:
Grant role Respondents were asked what role they played in the implementation of the OK Lean & Green project.
Imaging steering meetings Respondents were asked about their participation in Imaging Steering Meetings, as well as, successes and challenges.
Imaging Overview Sessions Respondents were asked about their participation in Imaging Overview Sessions, as well as, successes and challenges.
Imaging Application Respondents were asked about their involvement in activities surrounding the training of the imaging application, as well as, successes and challenges.
The Work Number eXpress Respondents were asked about their involvement with the Work Number eXpress Service, as well as, successes and challenges.
Implementation of scanners Respondents were asked about their involvement in activities surrounding the implementation of scanners, as well as, successes and challenges.
On-Site support Respondents were asked about their involvement with on-site support, as well as, successes and challenges.
Exit Interviews Respondents were asked about their involvement with exit interviews, as well as, successes and challenges.
Timeliness Rates Federally regulated and monitored rates for SNAP processing.
Accuracy Rates Cumulative SNAP rates that fluctuate through each federal fiscal year.
Staff Implementation Survey
The primary participants in the project were DHS Adult and Family Services Social Service
Specialists I-IV. In 2011, a pre-implementation survey was distributed to a random sample of AFS
staff in Areas I, II and IV. The post-implementation survey was distributed to another random
sample of Social Service Specialists I-IV statewide in 2013. Data from Areas I, II, and IV were
extracted to facilitate pre-implementation and post-implementation comparisons. The statewide data
20 | P a g e
Results at a
Glance:
4% increase in the number of workers who saythat using dual monitors is an efficient way toprocess benefits in the eligibility system
4% increase in the number of workers who feel the imaging filing system helps keep work organized
provided a comprehensive overview of the impact of the project including workers’ opinions of
imaging. Social Service Specialists were given a pre-implementation survey in 2011 and a post-
implementation survey in 2013. Workers responses illustrated mostly positive sentiments about the
implementation of the OK Lean & Green project. Exactly 90% of post-implementation workers in
Areas I, II, and IV reported they were able to locate cases and needed documents for case files
quickly (Figure 10) compared to 87% of pre-implementation workers. Statewide, there was a 5%
increase in staffs’ ability to locate cases and needed documents for case files quickly. Ninety-six
percent of workers reported in the post-implementation survey that using dual monitors is an
efficient way to process benefits in the eligibility system compared with 93% in the pre-
implementation survey (Figure 11).
When asked about the current filing system and the ability to keep work organized, 84% of staff
responded favorably to the post-implementation survey as opposed to 83% of pre-implementation
staff (Figure 12). Eighty-eight percent of workers who participated in the post-implementation
Figure 10
I am able to locate cases and needed documents for case files quickly.
Pre-Implementation Survey (n=325)
Post-Implementation Survey (n=248)
Post-Implementation Survey Statewide (n=510) 92%
90%
87%
Agree or Strongly Agree
Disagree or Strongly Disagree
13%
10%
8%
Figure 11
Using dual monitors is an efficient way to process benefits in the
eligiblity system.
Pre-Implementation Survey (n=323)
Post-ImplementationSurvey (n=248)
Post-ImplementationSurvey Statewide (n=510) 97%
96%
93%
Agree or Strongly Agree
Disagree or Strongly Disagree
7%
4%
3%
21 | P a g e
Figure 12
The current filing system helps mekeep my work organized.
Pre-Implementation 17% Pre-Implementation Survey (n=325)
Post-Implementation 16% Survey (n=246)
Post-Implementation 13% Survey Statewide (n=507) Agree or Strongly Agree
87%
84%
83%
Disagree or Strongly Disagree
Figure 13
I am currently able to easily assist co-workers with their case files if an
unexpected absence occurs.
89%
88%
76% 24%Survey (n=323)
Post-Implementation 12%Survey (n=247)
Post-Implementation 11%Survey Statewide (n=508) Agree or Strongly Agree Disagree or Strongly Disagree
survey reported they were able to easily assist co-workers with their case files if an unexpected
absence occurs compared to 76% of workers who participated in the pre-implementation survey
(Figure 13). Statewide, there was a 13% increase in workers who reported they were able to easily
assist co-workers with case files if an unexpected absence occurs. Seventy-four percent of pre-
implementation workers reported there were times when they had trouble finding case files or
documents in the current filing system. After the OK Lean & Green project was completed, this
percentage dramatically decreased to 44% of workers.
Resultsat a
Glance:
28% decrease in the number of workers statewide who say they have trouble finding case files ordocuments
13% increase in the number of workers with the ability to easily assist co-workers with their case filesif an unexpected absence occurs
This represents a 30% decrease in difficulty locating important documents thereby increasing the
efficiency of case workers and providing better customer service to clients. Sixty-two percent of
workers who participated in the post-implementation survey reported spending less than 30 minutes
searching for lost or misplaced case files in a forty hour work week compared with 69% of workers
who participated in the pre-implementation survey (Figure 14). Eighty-eight percent of participating
workers in the post-implementation survey reported that they had sufficient work space and their
files were organized at their desk compared with only 80% of pre-implementation staff (Figure 15).
22 | P a g e
Figure 14
How much time do you spend searching for lost or misplaced case files in a 40 hour work week?
19% 9%
1% 1%
23%
9% 1% 5%
59%
28%
6% 3% 3%
69% 62%
Less than 30 mins 30-59 mins 1-2 hrs 2-3 hrs 3+ hours
Pre-Implementation Survey (n=236)
Post-Implementation Survey (n=109)
Post-Implementation Survey Statewide (n=233)
Workers who participated in the pre-implementation survey reported a favorable view of the impact
of the Work Number eXpress Service on their casework (68%) - (Figure 16). However, likely due to
the limitations placed on the number of workers with access to the Work Number eXpress service,
only 36% of post-implementation workers in Areas I, II, and IV who participated in the post-
implementation had a favorable view of the impact of the service on their casework. Nevertheless,
the statewide perception of the impact of the Work Number eXpress on casework decreased slightly
(3%).
Figure 15
The way current case files arehandled, I have sufficient work space
and my files are organized at mydesk.
Pre-Implementation
90%
88%
80% 20%Survey (n=322)
Post-Implementation 12%Survey (n=240)
Post-Implemenation 10%Survey Statewide (n=492) Agree or Strongly Agree Disagree or Strongly Disagree
Figure 16
The Work Number eXpress Servicehas improved my casework.
Pre-Implementation Survey (n=305)
Post-Implementation Survey (n=213)
Post-Implementation Survey Statewide (n=433) 65%
36%
68%
35%
64%
32%
Yes No
23 | P a g e
Resultsat a
Glance:
10% increase in the number of workers that have sufficient work space and organized case files at theirdesk
5% increase in the number of workers able to quickly locate cases and documents
There were two qualitative questions on the staff pre-implementation and post-implementation
surveys. In both surveys, workers reported that the most important difference between the Work
Number eXpress Service and the Standard (FAX) Service was the speed of the response received
when using the Work Number eXpress. Workers were asked to share an example of when the Work
Number eXpress altered or influenced their eligibility decision. In both surveys, workers reported
that the Work Number eXpress allowed for reduced fraudulent cases and improved customer
service due to increased timeliness.
Leadership Process Evaluation Survey
OK Lean & Green leadership team members comprised the group of secondary evaluation
participants in the evaluation of the project. The data came from the OK Lean & Green leadership
team members. The following discussion provides insight into the eight core components of the
Leadership Process Evaluation Survey. This analysis represents common themes discovered through
the life of the project.
Imaging Steering Meetings
Imaging steering meetings were held throughout the life of the project. Some of the successes of the
imaging meetings included open communication and collaboration that provided focus and direction
for implementation. Leadership staff viewed these meetings as an integral part of successful
implementation of the project. The major challenges with the imaging steering meetings included the
availability of necessary resources. Time away from the office, including travel and lodging was a
hurdle for some members of the steering committee and project leadership team. Moreover, it was
often difficult to find a time where all team members were available for meetings.
24 | P a g e
Imaging Overview Sessions
Imaging overview sessions were a vital part in the successful implementation of the OK Lean &
Green project. One major success of the sessions included increased staff engagement. The project
leadership team reported that many staff members felt better equipped to implement imaging into
their daily work tasks after attending the sessions. However, it was often difficult to overcome and
address staff resistance to change. For seasoned staff members, the notion of transition was often
overwhelming. Further, the time commitment for such labor intensive training was burdensome for
staff.
Imaging Application
Staff members reported to project leadership that the training was very effective and relevant to
their daily work tasks. However, the resistance to change was a recurring complaint that staff raised
with the leadership team. Access to computer labs in such a vast state also proved arduous for some
staff members attending training. And, in a work environment where caseloads have been on the
increase, time away from the office was difficult and stressful for many staff members.
The Work Number eXpress
The project leadership team reported mainly positive feedback from Work Number eXpress end
users. The only drawback to using the service was cost.
Implementation of Scanners
Scanners were implemented statewide as of 12/2011. The major successes reported by the
leadership team included training on and the implementation of the scanners. Challenges reported
included inclement weather and technological issues (i.e., software and network issues) that
prevented smooth scanner implementation in some areas.
On-Site Support
The project leadership team received very positive feedback in their interaction with staff members
implementing the OK Lean & Green project. Individualized, real-time support had a positive impact
on project implementation and contributed to collaboration and relationship building among staff
members and the project leadership team. The issue of staff resistance to change was a recurring
challenge throughout the implementation of the project, as was the burden of being away from the
office and budget constraints for staff members required to travel to attend training.
25 | P a g e
700,000
600,000
500,000
400,000
300,000
200,000
100,000
0
Exit Interviews Upon completion of the rollout, the project leadership team conducted interviews with staff
members. Staff members frequently cited open communication and feedback as a major success in
the implementation of the project. With a forum for discussing imaging implementation, the
leadership team found it difficult to keep the exit interviews focused on the topic of imaging.
Lessons Learned
Overall, the OK Lean & Green leadership team cited that flexibility is imperative to implementing
the project. Flexibility was required in all areas including, communication, planning, budgeting and
training. In a time where resources were scarce, it was often a burden for staff members across the
state to travel to training sessions outside their assigned work areas. Despite the difficulties in
attending training, training was viewed as invaluable to the successful implementation of the project.
SNAP
Over the life of the project, the average number of cases and persons participating in the SNAP
program increased substantially (Figure 17). The average numbers of persons participating in SNAP
increased by 10% from FY-2010 to FY-2013. Additionally, the average number of SNAP cases rose
18% from 241,327 in FY-2010 to 285,372 in FY-2013. SNAP accuracy rates hovered around a
normal statewide accuracy rate of 97%. Despite increasing caseloads and fewer staff, timeliness rates
only declined by 0.17% during the project period (Figure 19). SNAP accuracy rates also fell slightly
(.70%) during the project period (Figure 20), though both figures remained higher than state
standards.
Figure 17:
SNAP Cases and Persons FY 2010- FY 2013
SNAP (Food Stamps) - Cases SNAP (Food Stamps) - Persons
FY 2010
241,
327
559,
618
FY 2011
268,
989
609,
720
FY 2012
279,
341
615,
461
FY 2013
285,
372
616,
553
26 | P a g e
Figure 19:
SNAP Timeliness: 2010 - 2013 State Averages
FFY 2010
97.81%
FFY 2011
97.49%
FFY 2012
97.24%
FFY 2013
97.64%
Figure 20:
SNAP Accuracy: 2010 - 2013 State Averages
FFY 2010
95.80%
FFY 2011
96.10%
FFY 2012
95.10%
FFY 2013
95.10%
Social Service inquires through Online Client’s Income Verification (Work Number eXpress)
increased dramatically over the project period. The number of social service inquiries for October
2010 was 200. That number increased to 3,123 social service inquiries by September 2013. This
represents a 1,462% increase during the project period. However, the number of social services and
Social Security number inquiries peaked in January 2012 (see Figure 21). During the time period in
Figure 21:
0 1000 2000 3000 4000 5000 6000 7000 8000 9000
10000
The Work Number eXpress Income Verification
Oct
ober
2010
Nov
embe
r201
0D
ecem
ber2
010
Febr
uary
2011
Mar
ch20
11A
pril2
011
May
2011
June
2011
July
2011
Aug
ust2
011
Sept
embe
r201
1O
ctob
er20
11N
ovem
ber2
011
Dec
embe
r 201
1Ja
nuar
y201
2Fe
brua
ry 2
012
Mar
ch 2
012
Apr
il201
2M
ay20
12Ju
ne20
12Ju
ly 2
012
Aug
ust2
012
Sept
embe
r 201
2O
ctob
er20
12N
ovem
ber2
012
Dec
embe
r201
2Ja
nuar
y201
3Fe
brua
ry 2
013
Mar
ch20
13A
pril
2013
May
2013
June
2013
July
2013
Aug
ust2
013
Sept
embe
r201
3
Social Service Inquiries SSN Inquiries
27 | P a g e
which DHS reached maximum levels of usage of the Work Number eXpress, Social Service
Specialists used the service in multiple ways, searching prior, inactive employment, making multiple
requests for the same client and making requests as a first resort. Fees associated with using the
Work Number eXpress changed many times over the course of the project and were charged on a
per-request basis. In order to remain cost-effective and efficient, DHS began a concerted effort in
February 2012 to lower usage of the Work Number eXpress. The number of users per location was
limited to a maximum of four—depending on the volume of clients served by the location.
Additional training was also provided in an attempt to maximize the effectiveness and minimize the
cost of the Work Number eXpress. Despite the peak and subsequent drop in usage of the Work
Number eXpress service, employment and income verification was positively impacted by the
resulting improved timeliness and reduced fraud. Moreover, the reduction of verifications received
through the traditional FAX services further reduced paper usage amongst AFS staff. Overall, paper
usage in general declined over the course of the project. The average number of cases of copy paper
ordered per year was 5436 in SFY-2010 (Figure 22). By SFY-2013, the average number of cases of
copy paper ordered decreased by 20% (4348).
Figure 22: Average Cases of Copy Paper Ordered per Year
Average Cases of Copy Paper Ordered per Year
SFY10
5436
SFY11
4955
SFY12
4602
SFY13
4348
Copier usage also declined during the OK Lean & Green project period (Figure 23). In fact, there
was an 11.6% decrease in the total number of copies from the first year of the project to the last
year. During the first year, there were nearly 104 million copies. During the last year of the project,
that number declined to 96,850,681. This efficiency saved just over 7 million copies!
28 | P a g e
Figure 23: Average Copies per Year
Total Copies per OK Lean & Green Project Year
Year 1 (10/10-9/11)
103,900,592.00
Year 2 (10/11-9/12)
100,609,768.00
Year 3 (10/12-9/13)
96,850,681.00
A. CHALLENGES AND SUCCESSES
Challenges
Members of the OK Lean & Green leadership team identified several challenges during
implementation of the project. One challenge cited by the team was staff resistance to change. In
some offices, the resistance was so strong that veteran staff elected to retire rather than adapt to the
conversion from paper to electronic files. To neutralize this resistance, the project team strategically
staged the statewide rollout. The team presented each location with an Imaging Overview session to
explain the purposes of the project, obtain staff buy-in and to familiarize staff with the impending
process changes. Shortly after the Imaging Overview session, staff members were trained on the
process of imaging documents. Implementation quickly followed training to ensure that knowledge
and skills gained at training were not lost. Another challenge to the implementation of OK Lean &
Green project was creating clear and comprehensive imaging instructions for staff. This task proved
to be quite daunting as it was tedious to create a step-by-step guide that could be replicated by
anyone in any office. In order to manage this process effectively, project staff spent a great deal of
time drafting and testing instructions until they had a comprehensive set of guidelines for staff to
follow. The final challenge identified by project team members was the development of imaging
training that was relevant to Social Service Specialists’ daily work. The project team felt it was
essential to show workers how these changes could benefit them and their clients.
29 | P a g e
Successes
The OK Lean & Green project had many successes throughout the life of the project. The project
team’s emphasis on planning and open communication was instrumental to the success of the
project. Anytime changes were required, the project team communicated openly on how to address
the needed changes. Another identified success included conducting the imaging training just prior
to implementation. The carefully timed training was very beneficial in creating and sustaining the
project’s momentum during the statewide rollout. Moreover, the project team’s dedication to
refining the imaging processes and procedures prior to implementation was a major factor in the
project’s success. Due to an unforeseen economic downturn, AFS caseloads increased. The timing
coincided with the implementation of the project. The OK Lean & Green project team was
confident that imaging and the use of dual monitors would prove beneficial to staff in their case
management. Another project success was the increased security and accessibility of documents.
Any caseworker or supervisor can now access case documents that have been imaged. These
documents are secure and stored on DHS’s network. This provides added protection from loss of
documents due to human error or natural disasters, such as floods, fires and tornadoes. A final
success highlighted by the project team is the fact that some county office locations were able to
reconfigure office space. As offices continue to image historical documents and reduce the need for
on-site physical storage, increased office space (without increased costs) available to accommodate
staff needs is anticipated.
Unintended Results
The OK Lean & Green project produced some unintended results as it was implemented. Once
conversion of imaging began, staff were required to devote more time to scanning documents. This
required a shift in duties and responsibilities in most offices. There was also an unexpected need for
more electronic storage on the system’s network. In 2013, DHS increased storage space by 19
terabytes to provide adequate storage of electronic files. Moreover, the implementation of scanners
statewide made it possible for DHS to establish mobile offices in the event of a natural disaster or
catastrophic event, thereby providing services to our clients in any circumstance.
Lessons Learned/Project Replication
Reflecting on the implementation of the OK Lean & Green project, leadership team members
suggest the elimination of the centralized imaging process and moving directly to a decentralized
imaging model. Building a strong infrastructure (network and server) to support imaging is essential.
30 | P a g e
Figure 24
Figure 25
The project could not be replicated without an investment in dual monitors and scanners, as these
are crucial to successful implementation. Further, any similar project would need to create a similar
rollout schedule including imaging overview sessions, training sessions, as well as, initial on-site
implementation support and technical assistance. It is notable that the provision of technical
assistance in an ongoing and immediate manner was also critical to the project’s success and
sustainability. Finally, a project modeled after the OK Lean & Green project should establish
process and outcome measures in the early planning stages of the project to avoid issues with lack of
appropriate data to evaluate project goals and objectives.
Profile of Success: Moore, Oklahoma May 20th, 2013
During May 2013, Oklahoma suffered multiple
catastrophic tornado events. On May 20th, an
EF5 tornado hit Moore, Oklahoma and
surrounding areas. This tornado was one of
several produced in the previous days by a
large weather system. The storm was
extremely large and violent with winds
estimated at 210 miles per hour and covering a
17 mile path. The funnel was on the ground
for 39 minutes and traveled through densely
populated areas in the City of Moore. The storm killed 25 people and injured 377 others. There were
more than 1,100 homes destroyed, with
estimates indicating 2 billion dollars in damages
(Figure 24). In response to the devastation, DHS
assembled a mobile unit to provide benefits to
Oklahomans in need (Figures 25 and 26). This
mobile unit employed scanners to easily gather
and store applicants’ documents. DHS’s existing
imaging process allowed current clients to access
and get copies of documents lost in the storm,
including identification, Social Security cards,
and birth certificates. The mobile unit was operational for nine days. A total of 1,090 families and
3,222 people were served. DHS clients who visited the mobile unit were able to obtain $434,538 in
31 | P a g e
Figure 26
SNAP benefits. Over $310,000 of those SNAP benefits were for new clients while another
$124,000 consisted of replacement benefits for existing clients.
There were subsequent storms that were
similarly destructive and DHS also provided
mobile units in those areas to address the local
needs. These mobile units would not have been
possible without the advancements made and
equipment procured through the OK Lean &
Green grant. Based on the success of and
lessons learned from the Moore mobile unit,
AFS leadership is proposing the creation of a
mobile unit to be used for disaster response
statewide. This quick response to a community’s need was made possible and more efficient due to
the use of this new technology and associated AFS processes.
V. DISCUSSION AND CONCLUSIONS
Findings suggest that efficiency in SNAP processes, increased customer service, and a decreased
carbon footprint were all positive outcomes of the OK Lean & Green project. Customer service
quality was further improved through the implementation of technological advancements. Waste
was reduced on various levels throughout the life of the project and beyond.
AFS leadership and staff were trained in the Lean/Six Sigma process improvement methodologies.
These methodologies taught AFS staff to reduce waste and errors within their daily processes. In
fact, the project facilitated easier access to electronic documents, standardized desk management,
improved time management, multiple access points for the same data, and easier case transfers.
The slight decline in accuracy and timeliness rates during the project period could be explained by
the increased number of cases and persons receiving SNAP benefits. Another potential explanation
is the reorganization of districts, areas, and regions, as well as the establishment of support centers
that took place during the project. Despite all the changes that occurred, both timeliness and
accuracy rates exceeded state benchmarks during the project period. As such, needy families
received the assistance they needed in a timely manner.
32 | P a g e
DHS decreased its carbon footprint and more effectively managed resources as a result of the
project. Paper usage declined. Staff and client idle time declined. Physical storage space needs
declined. As such, there was an increased amount of space available for staff to use in work
locations across the state. Finally, the implementation of the OK Lean & Green project made
mobile disaster units possible so that DHS could provide immediate assistance to clients in federally
declared disaster areas.
In conclusion, the OK Lean & Green project increased efficiency in AFS office processes for staff
and SNAP clients. Unprecedented access to SNAP case information for application, certification,
and recertification was made possible for both clients and staff as a result of the project. Customer
service quality was also enhanced by this project. Finally, a more responsible management of
resources was a major success of the OK Lean & Green project that will be the foundation for all
future process improvements.
ACKNOWLEDGEMENTS
The authors would like to thank the United States Department of Agriculture Food and Nutrition
Service for funding the OK Lean & Green project. We would also like to express gratitude for the
leadership provided by DHS project directors Jim Struby and the project team including James
Conway, Julie Rutledge, Shawn Franks, Darius Dreessen and Kathie Wright. Much appreciation is
extended to the following Adult and Family Services staff members for providing the essential data
contained in this report: Kelly Kappelman, Chris Koehn, Mike Fischer, Linda Hall, Merrill Miller,
Jill Stockford, Chris Foutz, and Alicia Hoffman. We would also like to acknowledge the front-line
staff, without whom this project would not have been possible. Finally, we would like to thank Dena
Thayer for her editorial assistance.
REFERENCES
Bureau of Labor Statistics (2005-2010). Local Area Unemployment Statistics.
http://data.bls.gov/timeseries/LASST40000003.
Morgan, J. and Brenig-Jones, M. (2012). Lean Six Sigma for Dummies, 2nd edition. England: Wiley.
Oklahoma Department of Human Services. Family Assistance/Client Support information System
(FACS).
Oklahoma Department of Human Services. Program Participation Reports: Supplemental Nutrition
Assistance – Cases and Persons (2009-2013). http://www.okdhs.org/library/stats/ppr.
33 | P a g e
Oklahoma Department of Human Services. Automated Caseload Evaluation System (ACES).
OKDHSLive!. https://www.okdhslive.org/.
SNAP Quality Control Error Rates (2008-2012). http://www.fns.usda.gov/snap/quality-control.
United States Food and Nutrition Service. www.fns.usda.gov.
U.S. Census Bureau (2007-8). Current Population Survey. http://www.census.gov/cps/.
34 | P a g e
S13111 DHS Issued 12/2013 This publication is authorized by Oklahoma Department of Human Services Director Ed Lake and printed by DHS in accordance with state and federal regulations at a cost of $203.44 for 100 copies. Copies have been deposited with the Publications Clearinghouse of the Oklahoma Department of Libraries.