eligibility business process re engineering conversion to a task based model n.
Download
Skip this Video
Loading SlideShow in 5 Seconds..
Eligibility Business Process Re-engineering & Conversion to a Task-Based Model PowerPoint Presentation
Download Presentation
Eligibility Business Process Re-engineering & Conversion to a Task-Based Model

Loading in 2 Seconds...

play fullscreen
1 / 21

Eligibility Business Process Re-engineering & Conversion to a Task-Based Model - PowerPoint PPT Presentation


  • 165 Views
  • Uploaded on

Eligibility Business Process Re-engineering & Conversion to a Task-Based Model. (Lessons Learned - Successes Achieved) Presented by: Kim Forrester Health & Human Services Agency County of San Diego. Background.

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about 'Eligibility Business Process Re-engineering & Conversion to a Task-Based Model' - wilton


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
eligibility business process re engineering conversion to a task based model

Eligibility Business Process Re-engineering & Conversion to a Task-Based Model

(Lessons Learned - Successes Achieved)

Presented by: Kim Forrester

Health & Human Services Agency

County of San Diego

background
Background
  • The County’s eligibility determination performance and productivity trends indicated:
    • Areas of excellence: Food Stamp Accuracy
    • Areas for system-wide improvement:
      • Timely processing of applications within State mandated timeframes - inconsistent
      • Low Medi-Cal productivity ratio
      • Low Food Stamps participation
  • Public assistance eligibility determination processes and operations needed to be refreshed and aligned with CalWIN system
vision for the future
Vision for the Future
  • A regionalized eligibility determination system that:
    • Delivers benefits efficiently and accurately to eligible clients
      • Strengthens the region’s healthcare safety net
      • Promotes good nutrition and self-sufficiency among low-income San Diego County residents
bpr project goals
BPR Project Goals
  • Establish joint governance
  • Document and implement consistent core processes
  • Improve eligibility and clerical training
  • Improve performance, productivity, and flexibility
bpr participation and partners
BPR Participation and Partners
  • More than 200 staff
    • Front-line eligibility & clerical staff and supervisors
    • Managers
  • Union representatives participated
  • UCSD Center for Management Science and Health evaluated progress and measure the impact of changes brought about by the BPR
  • Community partners and advocates were engaged and regularly updated during

the BPR process

implement a task based eligibility determination process
Implement a task based eligibility determination process…
  • In a task based FRC, all HSS:
    • Work in Task Groups
    • Perform specific tasks
    • No assigned caseloads
    • Emphasize team approach
    • Process same-day applications
task groups organizational model
Task Groups Organizational Model

Same Day Applications

Status Reports

Renewals

General Tasks

Changes

Pending

prior to transitioning to task based and same day intakes
Prior to transitioning to task based and same day intakes…
  • Family Resource Centers (FRC) must:
    • Complete case imaging
    • Train 100% of their eligibility staff in multi-program
    • Establish a Call Center to support operations
implementation
Implementation
  • Phased-in implementation of task based to all FRCs to evaluate Best Practices and Lessons Learned
    • April 2009: Pilot office
    • July 2009: 5 FRCs
    • Oct 2009: 3 largest offices
  • Supported by ACCESS Customer Service Center
what is access
What is ACCESS
  • Centralized contact center
  • Extension of HHSA’s Family Resource Centers
  • Serves customers and providers (CW, MC, FS, GR, CAPI)
  • ACCESS staff have same qualifications as FRC staff and take case actions
implementation1
Implementation
  • Implementation of Same Day in all FRCs – completed in Nov 2009
  • Self-Service functionality in April 2010 for ACCESS
  • “No Wrong Door” policy
key accomplishments1
Key Accomplishments
  • Met increasing demand for public assistance without increasing staff
  • Reduced wait times for an intake interview
  • Reduced variation in service
  • Increased productivity and efficiency
  • Improved customer service training for eligibility staff
outcomes productivity satisfaction
Outcomes: Productivity & Satisfaction
  • According to UCSD’s Final Evaluation Report, the BPR project:
    • Improved productivity by 39% (original goal was 20-25%)
    • Improved client satisfaction by 22%
outcomes partnerships
Outcomes: Partnerships
  • Full implementation of the Face to Face Waiver allowed working with partners in new ways:
    • Open pathways to apply
  • By Phone through San Diego 2-1-1
  • Community Partners
  • Benefits CalWIN
lessons learned
Lessons Learned

The BPR development/implementation process included plans for frequent communication, balancing staffing, and technology enhancements as well as avenues to engage community partners. Looking back additional suggestions:

  • Communication
  • Additional Community Involvement
  • Technology and Staffing
next steps
Next Steps:

Questions?