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Child Support Re-engineering

Child Support Re-engineering. The Idaho Child Support Enhanced Case Management System. 2004>>>>>>>>2006. State of Idaho. State of Idaho. State of Idaho One, Single, Statewide Business. Seven Regional Child Support Offices. Standard process for case closure –

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Child Support Re-engineering

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  1. Child Support Re-engineering The Idaho Child Support Enhanced Case Management System

  2. 2004>>>>>>>>2006 State of Idaho State of Idaho State of Idaho One, Single, Statewide Business Seven Regional Child Support Offices

  3. Standard process for case closure – Customer Service & Data Integrity Resources dedicated to locate services – Customer Service & Collections Closure Unit Locate Unit Region 1 Core Case Management standards for Collections, Customer Service & Data Integrity Customer contact when establishing cases – Customer Service Region 2 Region 3 Region 4 INIT Units P/E Units ORDS Unit Region 5 Region 6 Region 7 Interstate Units Other States “Flow-through” Functions – Collections & Data integrity LSCU SECU FIDM CALL CNTR Enforcement Support Units – Collections, Customer Service & Data Integrity FARU PARU RMCU SACU Idaho’s Enhanced Case Management System

  4. What is re-engineering? • It’s about Change (The Culture) • It’s about Structure (The Organization) • It’s about Tasks (The Work) • It’s about People (The Workers) • It’s about Technology (Automated Systems) • It’s about Performance (Quality, Accuracy, Timeliness, Consistency, and Standardization) Re-engineering is about redesigning and implementing an interconnected statewide business system

  5. Why Change? • To Align People, Resources, and Technology • To Manage Caseload Growth • To Work Within Budget Constraints • To Compensate for Staffing Reductions • To Meet Challenges with Hiring, Training, Achieving Productivity • To Reduce Inefficiencies • To Achieve Performance Expectations • To Improve Customer Service

  6. The Need for Change • From 1999 – 2006, Idaho’s Child Support caseload has increased each year without a proportionate increase in FTE. • Less time available per case • Less time available per customer • Requires proactive management to: • Discover and implement efficiencies • Maintain high quality outputs and excellent customer service • Effectively implement and manage change

  7. Changing the Culture Who & What Needs to Change? • Management • Supervisors • Line Staff • Processes Bye Bye, Case Ownership, Hello, Shared Accountability

  8. Child Support Caseload to FTE Growth Source: Caseload Growth – FFY yearly average received from monthly DISA download; FTE- OCSE 157 Report

  9. Structure – Organizational Change • Management Team of 11 reduced to 5 • 7 Regional Offices Structure Redefined • 1 Statewide Core Case Management Unit • 13 In-House Functional Consolidated Units • 2 Outsourced Functional Consolidated Units Seven “States” of Idaho have become One, Single Statewide Business

  10. One, Single, Statewide Business

  11. Organizational Structure

  12. Staffing a Statewide Operation This Statewide system is managed by a Management Team of 5 Program Managers (3 Hub Based, 2 Located in the central Business Office). The Statewide Team - 148 Front Line Supervisors & Staff: • 13 Functional Consolidated Units with a total of 74 FTP • A Statewide Core Case Management Team with a total of 57.5 FTP • A Supervisory Team of 16.5 FTP With Additional Case Management Support From: • 2 Consolidated Support Units under a Contract Operation – Customer Service (CSCS), Receipting (SDU) • A Program Support Team located in the central Business Office

  13. Child Support Statewide Consolidated Units • INIT – Case Initiation – Two Units – Coeur d’Alene & Boise (Westgate) • PECU – Paternity Establishment – Two Units – Coeur d’Alene & Boise (Westgate) • LOCU – Locate - Lewiston • ISCU – Interstate – Two Units – Caldwell & Lewiston • FIDM – Financial Institutions Data Match – Boise (Westgate) • FARU – Financial Audit Review – Boise (Westgate) • PARU – Payment Adjustment & Recovery – Twin Falls • ORDS – Order Abstract & Debt Setup - Pocatello • LSCU – License Suspension - Pocatello • SACU – Secondary Approval Unit (Adjustments) – Idaho Falls • CLOS – Case Closure – Idaho Falls • SECU – Special Enforcement – Idaho Falls • RMCU – Returned Mail Consolidated Unit - Lewiston • CSCS – Child Support Customer Service (Contract Unit) - Boise • RCTG – Payment Receipting (Contract Unit) – Boise • CCM – Core Case Management - Statewide

  14. Tasks – Defining the Work • Caseload vs Workload • Functions vs Tasks • What is “The Work” • Balancing Priorities • Managing the Case • Shared Ownership • Targeted Objectives

  15. Caseload Equalization Note: Data is a “snapshot” in time and changes on a dialy basis

  16. Caseload vs Workload • Core Case Management Team Average Caseload = 1089/FTP Average Workload = 761/FTP

  17. Caseload Equalization:Core Case Management

  18. Workload Equalization:Core Case Management

  19. People – The Workers • Participation in the Planning • Matching Skills to Assignments • Offering Choices • No Involuntary Transfers • No Layoffs • No Reclassifications

  20. Technology – Automated Systems • Processes defined Automation (Pre-1996) • Automation redefined Processes (1996) • Redefining Processes to Maximize use of available Automated Systems (1996 to Present) • Enhancing Systems to Support Processes (1996 to Present) • Implementing New Systems & Technologies (Now and into the Future)

  21. Performance – Quality Outcomes • Accuracy • Timeliness • Consistency • Standardization Quality Outcomes = Quality Customer Service

  22. Performance Metrics: ORDS Unit (Order Abstract & Debt Setup

  23. Performance Metrics: ORDS unit

  24. Performance Improvement: Order Abstract & Debt Setup • Prior to Re-engineering – it took 6 to 8 weeks to get an order setup on the system, delayed collections, increased arrears, inconsistent data entry • After Re-Engineering – 5 to 15 days to get an order setup on the system, more timely collections, containment of arrears, consistent data entry

  25. High Performance • From July 2006 through June 2007 most of the functional consolidated units are exceeding performance goals • Averaging 96-99% Accuracy • Averaging 96-100% Timeliness

  26. Performance Improvement: 2006 Idaho Child Support Federal Self-Assessment Report

  27. Cost Effectiveness Source Data: PSI FFY 2006 OCSE State Report – State Distribution

  28. Staffing, Training & Achieving Performance Goals • Cultivating Experts vs Expecting Everyone to Know Everything • Ramp-up Time to Achieve Productivity Goals Reduced – Days & Weeks vs Months & Years • Recruiting & Hiring for Specific Skills vs General Qualifications • Specialized Training for Functions & Tasks • Case Ownership vs Shared Accountability

  29. Planning & Implementation Develop a Comprehensive Plan • Identify & Include All Stakeholders • Collect Data • Define Objectives • Draft the Plan • Test Pilot Projects/Gather Data • Refine and Implement “The Plan” • Implementation - Big Bang vs Staged Transition • Monitor & Measure Results • Refine Processes - Continuous & Ongoing

  30. For More Information • Contact Tom Serich Program Manager, Statewide Operations Idaho Child Support Services State of Idaho – Department of Health & Welfare 450 West State St – 2nd Floor Boise, ID 83701 Ph: 208-334-6545 Email: sericht@dhw.idaho.gov

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