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Doing More Work with Fewer Errors

Learn how West Virginia successfully implemented an enterprise content management solution to improve productivity, reduce errors, and provide better services to their customers.

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Doing More Work with Fewer Errors

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  1. Doing More Work with Fewer Errors West Virginia’s Story Jon Cain, Director of Integrated Systems, West Virginia DHHR Dawn Hawkins, Statewide Corrective Action Coordinator, West Virginia DHHR Greg Tipping, Vice President of Complex Solutions—Northwoods Consulting Partners, Inc. August 9th, 2017 National Association for Program Information and Performance Measurement Education Conference Cincinnati, OH

  2. Introductions • Jon Cain • Director of Integrated Systems Management • State of West Virginia Department of Health and Human Resources • Dawn Hawkins • Statewide Corrective Action Coordinator • State of West Virginia Department of Health and Human Resources • Greg Tipping • Vice President—Complex Solutions • Northwoods Consulting Partners, Inc.

  3. WV—Unique State with Unique Challenges • Economy • Primary industry • Unemployment rate • Growth in assistance • SNAP growth • Medicaid growth • Infrastructure • Local offices in deeply rural areas • Access to internet varies widely

  4. Same Problem—Two Views • County • Aging case management system • Paper-based case files • Increase in business without ability to add staff timely to support demand • Need for complementary technology to support the end user • State • Lack of quality/timely information to manage programs • No immediate access to case documentation • Falsely inflated error rates (information exists but can’t be found or accessed) • Widely different experiences for the end customers when applying and receiving benefits

  5. What to Do Adding staff not practical • Throwing people at the problem is costly. • A solid, well trained staff was already in place. • Onboarding and training new staff takes time. Case management system (CMS) replacement • A new CMS does not give immediate assistance to workers. • Replacing the CMS is an extremely heavy lift. • Infrastructure did not support long-term vision at this time. Next step in road map: implement enterprise content management solution (ECMS) • Shorter deployment schedule. • Tangible assistance to workers. • Leveraged existing technologies. Request For Quote awarded for ECMS in May 2015

  6. WV/Northwoods Partnership • Established and maintained a long history with WV/Northwoods • Implemented Bureau for Child Support Enforcement (BCSE) in 2009 • Provided the opportunity to leverage and reuse existing technology and infrastructure

  7. It’s Just Document Management, Right? • More than a place to scan and store documents • Integrate with end users’ work process • Integrate with department’s integrated eligibility system Recipient Automated Payment Information Data System (RAPIDS) • Replicate documentation to State repository • Transfer documents to other counties

  8. Project Goals Beyond the Schedule and Budget • Ensure end-user adoption • Produce consistent results and be highly reliable • Allow for better resource management • Create a “model office” standard • Pilot across small, medium, and large counties • Provide a consistent customer experience • Balance work across the State so customers were not locked into county geography

  9. Challenges • Change in CMS vendor during the project • Integration challenges had to be addressed—rewrite/develop new solution. • The schedule was threatened. • Relationships with new vendor had to be established. • Aggressive schedule • WV Leadership wanted to quickly deliver the solutionto the end users. • WV had to spend some money. • Level of worker involvement • Worker involvement in solution development was crucial to ensure adoption. • Bringing everyone together was challenging but crucial to the success.

  10. How Did We Manage the Challenges? • Strong WV/Northwoods partnership was committed to delivering the solution. • Teams were flexible and willing to change direction quickly. • Stayed focused on the end users. • End users were committed to being a part of the process.

  11. Outcomes • Project deployed in eight months to 1,200 end users—on time and on budget. • End user adoption is high. • Project was a win–win for end users and State office.

  12. Outcomes—By the Numbers • Out of Certifications have significantly reduced. • Error rates: • 2015 was in corrective-action trouble. • State reported 2016 SNAP error rates: 7.82%. • State reported 2017 SNAP error rate: 7.51% with 50% of sample completed. • Validated SNAP Case and Procedural Error Rate (CAPER) 2015: 15.93%—National Average 23.27%. • State reported SNAP CAPER 2016: 13.59%. • State reported SNAP CAPER 2015: 14.44% with 51.7% of sample completed.

  13. Outcomes—Intangibles • Supervisors have better tools to manage work. • Access to information has improved. • Change Centers can work on special projects and assist counties that are behind in work.

  14. Contact Jon Cain Director of Integrated Systems Management 321 Capitol Street One Davis Square Charleston, WV 25301 Phone: 304-356-5402 Email: jon.w.cain@wv.gov Dawn Hawkins 350 Capitol Street Room B-18 Charleston, WV 25301 Phone: 304-356-4623 Email: dawn.l.Hawkins@wv.gov Greg Tipping Vice President - Complex Solutions Northwoods 5815 Wall Street Dublin, OH 43017 Main Office: 614.781.7800 www.teamnorthwoods.com

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