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Business Process Re-engineering: Moving from an Alpha-Split Caseload to a Task-Based System

Business Process Re-engineering: Moving from an Alpha-Split Caseload to a Task-Based System. Chaffee County Human Services Presentation By: Tara Printy, Chaffee Benefits Team Supervisor. Project Summary.

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Business Process Re-engineering: Moving from an Alpha-Split Caseload to a Task-Based System

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  1. Business Process Re-engineering: Moving from an Alpha-Split Caseload to a Task-Based System Chaffee County Human Services Presentation By: Tara Printy, Chaffee Benefits Team Supervisor

  2. Project Summary • Transition business process in HCPF, SNAP and EBD programs from an Alpha-Split, Family vs. Adult Program caseload to a centralized client service process utilizing a task-based approach • Hired Auzimi Consulting to assist in the transition • Consisted of Two Phases • Went live April 30th • Rebranded from Self-Sufficiency Team to Chaffee Benefits Team

  3. Project Objectives • Increase the efficiency of Chaffee County Self-Sufficiency Team’s business process for HCPF, SNAP and EBD programs. • Balance the workload between Eligibility Specialists. • Improve overall staff experience by creating built-in back up and coverage for planned and unplanned staff absences as well as staff turnover.

  4. Project timeline • July 2018- Contract established with Auzimi Consulting • September 2018- Work Session 1 • October 2018- Work Session 2 • October 2018-January 2019- Phase 1 • February 2019- April 30, 2019- Phase 2 • April 30, 2019- Go Live

  5. Auzimi Consulting • Melissa Moore, M.B.A, Lean Six Sigma Black Belt • 20+ years of senior leadership experience • Active role in business process re-engineering for multiple counties in Colorado with similar goals. • Provided unbiased analysis and insight to old and new business models • Assisted in project management and change management for project. • Used Lean philosophy to analyze and build new business model.

  6. Phase 1: Clean up and Standardize • In-depth analysis of existing processes • Standardization of processes • Standardization of existing technology • “5-S” Offices • Data collection • Complete “Quick Hits” • Establish effective communication strategies internally

  7. Work Session One • Basic framework of LEAN Six Sigma Concepts • Identify Pains in Current Process • Identify “Quick Hit” Projects

  8. Identified Pains

  9. Identified Pains Categorized

  10. “Quick Hit” Projects

  11. Work Session Two • Follow up on “Quick Hits” • Brainstorm solutions to identified pains • Discussion of business process models • Develop Phase 1 objectives

  12. Solutions to Identified Pains

  13. Solutions to Identified Pains

  14. Building Phase 1 Goals

  15. Phase 2: Build and Implement • Build new centralized business model based on team recommendations for Chaffee Benefits Team • Establish policy and procedures for new processes • Define roles and responsibilities for each role • Establish new technologies for streamlined customer service

  16. Work Session 3 • Final recommendations for Chaffee Benefits Team business model • Establish positions and roles for new business model • Define how workload will be divided • Identify technology needs to implement centralized client services

  17. Final Recommendation

  18. Building Roles/ Tasks

  19. Work Session 4 • Introduce Skip Logic approach to assist with varying experience levels • Define schedules for various roles • Finalize team schedule and absence matrix

  20. Work Session 5 • Final run-through of Chaffee Benefits Team business model • Discussions of Go-Live schedule including team rotation schedule and team meetings • Demonstration of new technology including: call center, centralized email, manual task sheets and interview calendar.

  21. Technology Changes • Centralized Call Center • Centralized Email Inbox • Centralized Interview Calendar • Updates to Papervision Fields • Manual Task Sheet

  22. Budget • Original Budget for Project: $45,000 • Funds Awarded by HCPF County Grant: $19,650 • Total Funds for Project: $25,671.35 ***this does not include travel expenses for HCPF County Grant Report Out trip

  23. Challenges • Government Shutdown • Computer Virus-computers down for two weeks • Staff Turnover • Staff Resistance • Management of Project • Budget with the extension of the contract

  24. Post Go-Live Feedback Positive • Less phone calls • No pressure/multitasking • More time available to complete tasks. Negative • Anxiety with change • Less flexibility in tasks and schedule • Cross-training

  25. What’s Next? • Staff cross-training on Adult Financial, Non-MAGI and Colorado Works • Internal training for continued standardization of processes • Workflow management system

  26. Questions? Tara.printy@state.co.us

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