Ism presentation 2010
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This document summarizes New York's efforts to enhance operational efficiency across its human services programs. It outlines the challenges faced in managing multiple priorities across a large, decentralized system. New York took a structured approach using enterprise architecture principles to identify opportunities through business process analysis and stakeholder engagement. Key accomplishments included streamlining processes, developing a client portal, and implementing pilots that achieved measurable impacts like reduced application processing times. Lessons learned included challenging the status quo, engaging partners and customers, using metrics to measure performance, and celebrating successes.
Ism presentation 2010
- 1. New York’s Transformational Approach for Enhancing Human Services Operational Efficiency A Collaborative Effort Among OTDA, DOH and OCFS OTDA – Office for Temporary and Disability Assistance DOH – Department of Health OCFS – Office of Children and Family Services August, 2010 Daniel C. Chan, Ph.D. Chief Information Officer Office for Temporary and Disability Assistance Daniel.chan@otda.state.ny.us 1
- 2. Agenda • New York’s Human Services Landscape • Challenges • Approach • Interim Accomplishments • Lessons Learned 2
- 3. State Supervised & Counties Administered 330 miles 57 Local Districts + NYC ~ Population of 20M ~ 5M recipients & ~$52B annual benefits 373 miles
- 4. Steep Increase for Food Stamp Caseload Number of Recipients 22% increase Year 4
- 5. High Expectations for Providing Quality and Cost-Efficient Health Care 2014 Plan by 11/2010 If enacted, implement by 2016 5
- 6. Unprecedented Challenges Demand New Ways of Doing Things People Process Design Build Maintain • Manage multiple priorities • Broader set of skills required • What you see is what you get • Business Analysis, System • Reproducible & repeatable Modeling, Performance • Minimize variation Management, Influencing & Social • Outcome oriented Technology • Business Driven • Simple & Agile • Allow ease of exit • Interoperate 6
- 7. A Structured Approach to Deliver Timely Measurable Business Values Business Objectives + Operational Challenges Organizational Structures Cumulate & Validate As-is To-be Business Processes & Functions Technology A holistic view of enterprise Platforms Perform due knowledge and assets for informed diligence decision making SMART outcomes SMART: Specific, Measurable, Attainable, Realistic and Timely 7
- 8. Enterprise Architecture Define Business Goals & Provide Delivery Mechanism Project & Change Management Caring and Feeding
- 9. Business Process Reengineering Process Improvement Source: Leon Kappelman
- 10. Human Resources Organization Design Job Design Source: Leon Kappelman
- 11. Governance and EA Work Together to Achieve Business Goals with Targeted Technology Enterprise-scale Architecture Vision business process analysis TOGAF Architecture Business Change Process Management Architecture Implementation Shared Information Governance Systems governance Architecture responsibility Migration Planning Technology Architecture Opportunities and Solutions 11
- 12. Collect Comprehensive Enterprise Information for Making Informed Decisions Interviewed over 100+ people • Front Line Workers • Supervisors 27 Programs in total • Managers • 18 DOH • Commissioners • 6 OTDA …from 5 counties & NYC • 3 OCFS Interviewed over 50+ people • Subject Matter Experts • Policy Experts • Program Managers • Agency Executives …from OTDA, DOH and OCFS 12
- 13. Voice of the ‘Customer’ Local District Advisory Board Membership: • Local District Commissioners Albany Monroe • State Program Directors Chautauqua Nassau Role: Delaware Oneida • Provide insight and input on Dutchess Onondaga program work products Erie Orange • Act as an advocate Franklin Schoharie • No voting power HRA Seneca Time Commitment: Jefferson Suffolk • Monthly phone conferences Madison Westchester • 3 Regional Sessions 13
- 14. Identified Ten Functional Areas from First Client Contact to Case Closure (As-is) First Services/ Eligibility Screening Intake Verification Benefits client Determination contact Delivery Fair hearings Caseload Case Case Closure Referrals and appeals Management Management 14
- 15. One Central Repository for all modeling 5 Districts +NYC Generated: Over 1800 as-is diagrams Over 2500 Steps & Tasks Over 233 Software Applications Over 300 newly identified requirements …and growing! 15
- 16. Iterative Process to Establish High-Value Opportunities and Return on Investment Activity Definition Requirements Traceability Matrix Functional Models Organizational Models Issues Insight Value Scope & Context Creation Business Objectives Roles Key Performance Indicators 16
- 17. • Automate screening and intake Process • Improve cross program information exchanges • Enhance system of record interface capabilities • Expand/Enhance the utilization of existing imaging systems • Develop/Improve internal district training materials • Improve access to verification data 17
- 18. • Web Portal • IVR/Call Center • Rules Engine • Document Management • Workload & Case Management 18
- 19. R % of processing time per step ec ei ve FS D 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 0% et ap er m pl ic in at e io ty pe n C of re ap at e pl ic in at te io rv n ie w ap po Pl Se i nt ac e nd m co ap en py po t int Screening = 21.5 mins of ap m po en td in tm et ai en ls R ti n em f il ov in C e g Cumulative % total time ha fi l ca ng es bi e ne fro t pr oc m fil es in s g an ca d bi w ne or ke t G rI D iv in e to SW ap A Intake = 5.03 days pr T op ria te ex am R in ev er ie C w on th du e ca Total = 18.14 days ct se FS fil el e ig Se ib nd il it y ou in td te rv oc ie C sh w om ee pl tt et o e 11.7 days ap no pl rm ic al an t Verification = ca se pr oc C es om R si m ev ie ng it w to ov ca se Food Stamp Applications er ni de gh ta tb il s at Eligibility 1.32 days ch (n or m al ap p) Determination = 0% Sample Processing Time for “Normal” 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 19
- 20. Simulations Identify High Impact Opportunities for Reducing Processing Time (there are other success measures) Applications As-Is Scenario B Scenario C Type Normal 1.42 1.56 8.67 Expedited 0.71 1 1 Scenario B: Automate Screening and Intake Scenario C: Removing waiting time in verification activities CpK = Nearest Specification Limit – Mean Average of Current Process 3 x standard deviation Highly Not controlled & unpredictable Controlled & Predictable controlled & predictable 0.5 1 1.5 2 1.33 20
- 21. myBenefits – A HHS Client Portal 21
- 22. Over 400,000 Pre-screenings Performed Since June 2008 22
- 23. Measurable Business Impact for A Pilot County • 2,672 public FS online apps since October 2009 – 46.1% submitted outside business hours – 36.6% met WFFSI criteria – 78.7% had hardship – 27.2% met expedited criteria • 366 CBO-facilitated since 9/08 • 12.3% of FS apps were submitted online (Jan-May 2010) • 27,275 prescreenings since 5/08 – 52.6% FS-eligible – 82.5% HEAP-eligible 23
- 24. Streamlined Business Functions and Processes for Better Efficiency As-is To-Be Reception, Screen, Verify, Budget & Authorize 54 different ways 1 way 10 functions 5 functions 42 activities 19 activities
- 25. Time Reduction Made Possible by Process Streamlining and Technology Enablers (best case scenario only, change management needed) As-is To-be Org. Model Org. Model Improvements vary between 40% to 100% Pink ~ manual steps Averages ~70% Green ~ automated 25
- 26. Lessons Learned • Think different – Challenge status quo & each other • Engage your partners and “customers” early & often – They won’t always agree with you – Think positive and be part of the solution • Measure and publish performance – You can only improve what you can measure • Celebrate success 26
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