Transforming Government

1. Re-engineering Our Service Delivery ModelTo Improve Customer Service Transforming Government Troy Hutson, Assistant SecretaryEconomic Services Administration Babs Roberts, DirectorCommunity Services Division

2. Today’s Discussion • Accomplishments • The Path To Transformation • Motivation • Business Re-engineering • What Changed • Making It Happen

3. What We Have Accomplished

4. Early Results From… To… Reduced interview wait times From… To… Reduced application processing time More than 50% of SDR offices processing same day

5. Improved Basic Food Accuracy From… To… • Upfront quality reviews provide more accurate benefits to families • Based on targeted household composition

6. Additional Capacity to Address Increased Workload Demands 400 +FTE Capacity

7. Impact on Costs *SFY10 Includes organizational changes & scope changes (staff moved to CSC)

8. Early Recognition • Finalist – American Business Award • Honorable Mention – Annual Citizens Services Award • Presentation for the Governor’s Leadership Series • Consultation with other states • Indiana • Hawaii • South Carolina • Chicago ISM

9. The Path To Transformation:MOTIVATION

10. One Department, One Vision, One Mission, One Core Set of Values Department of Social & Health Services – Economic Services Administration (ESA) • Provides services and benefits that help people meet basic needs and become self-sufficient • Ensures parents provide financial and medical support to their children • Employs more than 4,500 staff working in about 60 ESA offices and 80 federally qualified health centers across the state • Partners with community-based organizations, Tribes, local governments, community colleges, and other state agencies to deliver services

11. One Department, One Vision, One Mission, One Core Set of Values

12. One Department, One Vision, One Mission, One Core Set of Values ESA’s Principles & Focus – Aligning with One Department Guiding Principles • Provide customer-focused service • Empower and support staff • Build strategic partnerships • Demonstrate accountability • Pursue innovation Strategic Focus • Basic Food access and payment accuracy • WorkFirst Redesign • Transforming service delivery and operational support systems • Strategic partnerships as the key to success • Reduce hunger and poverty

13. Economic Decline & Increased Demand Staffing Caseload Basic Food caseload increased 300% since 2000 Staff decreased by 15%

14. Crisis / Opportunity Increasing caseloads, decreased staffing, business processes that could not meet demand, no $$ • Inconsistent practices across offices • Culture of local office autonomy – But, WE are different! • Case management model • Excessive policies/procedures • Redundancy

15. Impact to Outcomes • Increased time a family waits for benefits • Increased case re-work • Staff burn-out and frustration • Decreased staff morale • High risk for penalties

16. The Path To Transformation:BUSINESS RE-ENGINEERING

17. Redesigning the Service Delivery Model • Process re-engineering • Realigning staff • Policy changes & waivers

18. Expected OutcomesBetter, Faster Cheaper Isn’t Only for Business • Consistent and cost-effective service delivery • Increased access to services • Increased customer satisfaction • Reduced complexity • Improved working environment

19. Project Organization Focused on the Walk of the ClientThrough Our Services • Intake • Verification andeligibility determination • Maintenance • Case management and social services • Call centers

20. Project Timeline

21. What Changed

22. Business Model Standard Scope of Services

23. Intake & Maintenance Process Management

24. Increased Access Customer Driven Access

25. Technology Enhancements

26. Increased Access to Services • Online application – CSO lobbies & partnership sites • Expanded community partnerships (600+ Partners) • Mobile Community Services Office (CSO)

27. The Path To Transformation:MAKING IT HAPPEN

28. Making It Happen • Ensure leadership commitment, starting at the top • Make your commitment clear • Commit the time, energy, resources, staffing, and budget necessary • Identify who can make it happen – innovative solutions come from people who do the work • Actively engage staff at all levels • Re-engineering teams • Communications • Alternate options for input

29. Making It Happen • Apply strong project management and continuous improvements concepts • Experienced project manager • Project charters, governance structure, plans, and timelines • Data for evaluation and measurement • Consider outside assistance and guidance • May get you there faster • Funding considerations • Build internal capacity/in-house experts • Involve your customers

30. Making It Happen • Map your business processes, identify problems, and look for root causes • Build-in quality • Communicate, communicate, communicate • Everyone’s responsibility • Local level most effective • Word-of-mouth very effective • Stay With it! • Change management concepts – prepare the way • Things “get in the way” – budget, staffing, other changes, outside influences – keep the goal in mind

31. Not Without Challenges • Difficult in the best times – multiplied when staff are dealing with unprecedented workload increases, personal stress, and other issues • Economic situation – amplifies the need for change while making it more difficult • Incorporate the issues of public sector agencies into the process, rather than allowing those challenges to derail efforts

32. The Paradoxical Commandments of Government 1. The reward for doing good work is more work. Do good work anyway. 2. All the money you save being more efficient will get cut from your budget now and forever. Find efficiencies anyway. 3. All the bold reforms you make will be undone by the next administration. Make bold reforms anyway. 4. There is no time to think about improving what we do. Make time anyway. 5. Employees may fight the change every step of the way. Involve them anyway. Ken Miller

33. Thank you…