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SUPPORT SERVICES VISIONMARCH 5, 2014

A Network of Services. A World of Possibilities.

Agenda

1. Welcome and Introduction2. Purpose and Background for Company-

wide Administrative Standardization3. Support Services Process Staff4. Implementation – Processes 20105. Client Services Current State6. Employee Services Current State7. Fiscal Services Current State8. Future Vision

Welcome and Introduction

Welcome and Introductions• Presenters today:

Carmen Klingensmith, Process Owner, Client Services Process

Rejean Carlson, Process Owner, Fiscal Services Process

Jan Hartle, Process Owner, Employee Services Process

Additional contributions to the presentations provided by Process Managers.


• Innovation and good Ideas come from all levels of the organization–

• Today’s Invitee list: multiple levels of CSG; Leadership, Process Partners, LIFE Alumni

• Support Services process management approach

All examples of “flattening the organization”.


• Need for Program and Support Services Partnership –

– Communication challenges– Provide better direction on “who” to go to

in the processes– Improved collaboration on process work - Desire to involve customers in Continuous

and Rapid Improvement Process (CRI)

Welcome and Introductions• We are utilizing our remote access technology today by

having 5 conference rooms in four different locations as well as multiple individual pc users connected – overall, more than 60 CSG attendees.

• Thank you to CSG’s IS Department for creating the infrastructure and support to be able to present today!

• Presentation Evaluation was distributed for feedback and specific questions –

https://www.snapsurveys.com/wh/s.asp?k=139387256835

• Thank you in advance for providing this information.

Housekeeping details

• We are taping today’s presentation to make it available for those unable to attend

• We have 3 hours reserved for our presentation.– We plan to take two short breaks after

the first and second hours.

Purpose and Background for implementation of Company-wide Administrative implementation

Office of the Future/Support Services 2009 - 2014

Purpose and Background• Aligned with CSG’s…

Mission:

To promote growth and enhancement of human potential through an effective, efficient and innovative system of care.

Core values:dignity, diversity, responsibility, integrity and excellence

Background and Purpose

• CSG’s more than thirty years development of administrative processes and procedures.

• Needed to re-clarify our priority to focus on Services provided to the individuals we serve and our employees.

Background and Purpose (continued)

• Procedures and work driven from administrative perspective (vs. customer/program perspective)

• Industry, external forces required more specialized, standardized and real-time administrative tasks.

• Administrative staff positions were “generalists” serving local program needs.


• Systems and Technology were under-utilized and implemented in non-standardized ways based on local program leadership.

• Duplication of administrative services and staff across programs and offices.

• Inconsistent quality and cost of delivering administrative services across the company.


Executive Leadership Committee determined:

• Reorganization of administrative processes was necessary for CSG to be more efficient, remain competitive, meet regulatory requirements and to position us to upgrade technology.

• Reorganization would also provide opportunities for staff and career development opportunities. By improving the integrity and breadth of data, better management decisions could be made about the workforce.


• Ultimately, by being better organized and more efficient, the company-wide administrative standardization will contribute to service excellence.

• CSG does not aspire just to be a market survivor, but to be a market innovator and market leader.

• The Office of the Future/Support Services process structure implementation was designed specifically to get CSG into “competitive shape” and with continuous and rapid improvement to keep it there.

Support Services Process Staff

Role Expectations, Performance Management and Development

Support Services Process Staff• Initial rollout (2010) – “No Support Services Staff would lose

their job”

• After year one – introduced NCHL Competencies to reinforce to SS Staff that performance is more than completing “tasks”, additionally understanding that competency-development; individually and in teams will result in higher performance.

• Years 2 – 3 – Performance Management Plans ratings on role expectations and competency ratings

• Year 4 – Performance Management Plans – Team-based, competency ratings with all team members rating each other. Individual development plans have been established for employee growth.

Support Services Process Staff (continued)

• Support Services standardized Compensation Scale –implemented January 2013.

• All SS position – new hires and transfers are in compliance with compensation scale – Four grade levels have been implemented in the job family matrix.

• Process Leadership is working on Continuous Improvement on roles and grade levels

• Some SS Staff have not made the transition and may not be suited to the process-competent, high performing team approach.

Transforming the Work Environment

• Static• Function / Anatomy• The Boss• Status quo

• Put in place & forget• Manage by exception• Fear-based• “Stick” - threat, punish

• Control

• Dynamic• Process / Physiology• The Customer• Continuous improvement

• Systematic awareness• Servant leadership• Care-based• “Carrot” – incent, reward

• Influence

• From pushing for perfection • To driving for excellence

“Portrait” of a high performing CSG Support Services Staff:

• Aligned with CSG’s principles and goals• Pushes to constantly find ways to be more effective, efficient and innovative• Works in Continuous and Rapid Improvement (CRI) meetings• Thinks “outside the box” providing innovative and CRI ideas• Raises questions and shares ideas regarding process• Develops competencies to support CSG Mission, Core Values, CSF’s• Practices good customer service• Has positive attitude, is pleasant, flexible, adaptable, solution-oriented.• Treats Co-workers as customers • Participates in Team-based Performance Management process to better the team

performance.• Embraces new technology, discontinues old ways of doing work that new technology

replaces and influences team to do the same.• Presents ideas and new solutions within the process on continuing to improve the use

of the technology.• Believes that their work is meaningful and they have the autonomy to provide world

class customer service.

Implementation – Processes 2010

Eight Processes

Standardized Processes rolled out:

• Implementation – Transition Team – Feb. – April 2010– Comprised of Program Representatives

• 12 weeks -- 22 meetings – Taking all current state participation from

programs representation from all regions– Developed standard documentation:

• Roles, Key Tasks & Metrics• Process flow documentation

Implementation Future State - 2010

Implementation approved by ELC –Oversight Team – CSG Management

• P:\Office of the Future -archive\OOTF - IMPLEMENTATION TEAM MATERIAL

• (open hyperlink)

Fiscal Year 2010-11• Phased roll outs for all Processes presented by Implementation-

Transition Team and approved by ELC Oversight.

• Eight Processes; Referral Management, Individual Records, Billing, Outreach to Hire, HR Data Management, Time and Attendance, Fiscal, Administrative.

• Technology being utilized; BTI, Optimum Solutions, JDE. Time and Attendance (Op Sol) and Applicant Tracking (Silk Road) were fully implemented.

• Support Services costs continued to be covered in Program budgets.

Fiscal Year 2011-12• 1st full Year of Support Services implementation.

• Seven Processes; Referral Management, Billing, Outreach to Hire, HR Data Management, Time and Attendance, Fiscal, Administrative. Individual Records standards integrated with Electronic Health Records planning and implementation. Staffing within Administrative Process.

• Technology being utilized: BTI, Optimum Solutions; Payroll, HR, Time and Attendance, JDE, Silk Road; Open Hire, Red Carpet, Cisco VOIP system,

• Salary and benefit costs for Support Services in own budget.

Fiscal Year 2012-13• 2nd full year of Support Services implementation.

• Streamlined/consolidation to Four Processes; Client Services Process, Employee Services Process, Fiscal Services Process, Administrative. With Implementation of Electronic Health Record and other technology, Admin roles assigned to direct customer (client and employee) services.

• New Technology implemented: Cisco VOIP system, PsychConsult, Great Plains (GP), Time Force, ScerIS, Relias(Essential Learning) Transition to client server and web-based technology from AS400 (green screens).

• Home Office Departments integrated into Support Services Processes.

Fiscal Year 2013-14

• 3rd full year of Support Services implementation *

• Four Processes; Client Services Process, Employee Services Process, Fiscal Services Process, Administrative Process continued integration with three primary processes.

• New Technology implemented: Admiral (GP add-on for allocations), Greenshades.

• Home Office and Support Services budgets integrated

• Rent for office space added to Support Services Budget from all Program locations

Client Services Current State

Client Services 2014Client Services

Contact Center

First Voice of CSG

Knowledgeable about all services

Identify customers needs

Resolve problems

Transfer calls to correct location

Cancels, changes, reschedules

appts.

First Voice of CSG

Facilitate initial screening

Make assessment for appropriate

service

Schedule intake / assessment

Verify insurance and

demographics

Check in/out

Greets

Verifies demographics and insurance

Collects co‐pay

Verification Signature

Release of info

Schedules

Registration

Reviews forms and obtains signature

Collects insurance card and takes photo

Release of info

Remote

Expiring release of information

Coverage & Authorization

Eligibility

Authorizations

Single Case Agreements

Batch error handler

Records

Paper

Scan

Records Request

Discharge Room

Charge Entry

Enters transactions

Reviews/Monitors/ Assists

Bed Management

Audits

Current State

Client Team 2014

Connie Mull Contact Center Manager

Michele RozenbergVisit/Service Management Manager

•Coverage and Auth•Lee Ackerman•Rebecca Hess•Bambi Hornig•Eunice Kinley•Rebecca Lorson•Daron Ravert

•Check In/Out•Linette Colon – Grandview•Dashanka Drummond – Wmspt•Sheryl Godley – Grandview•Martha Hartman – Wmspt•Carol Herr ‐ Grandview•Brook Hummel – Sunbury•Carolyn Jordan – Harrisburg•Tiffany Nixon – Wmspt•Ingris Ortiz – Grandview•Mary Peterson – Harrisburg•Joanne Potts – Grandview

•Registration•Zury Martinez•Taylor Wolford•Robin Steward

Visit/Service Management Continued

•Charge Entry•Jami Ellis•Jennifer Haupt•Becky Sechrist•Angel Shue

•Medical Records•Heather Lowe – Administrator•Pilar Acosta•Catherine Bruno•Kim Haley•Ericka Johnson•Yvonne Lawlor

Carmen KlingensmithProcess Owner

Current State

•Contact Center•Amy Dreibelbis•Yolanda Estrellas•Debra Grammatico•Ashley Hopple•Traci Lord•Karen Underwood

•Contact Center/New Services•Stephanie Jenkins•Kelly McDonald•Rebecca Rodriguez•David Schreder•Natasha Treibman•Martha Yens

Client Services Directory

Contact Management(Client Process)

Employee, HR, other calls not related to client issues

Referrals, scheduling, rescheduling, etc.

New client: Scheduling

Same Day Access (SDA)

Visit/Service Management(Client Process)

Check In/ Check Out Registration

Coverage/AuthCharge Entry

Medical Records

AR/Reimbursement Management(Fiscal Process)

•Claims•Payment•Denials

Customer Outreach

Customer Support and Feedback• Individual Manager Meetings• Program Meetings

Focus Groups•Welcome Center Focus Groups

Data Driven Decision Making

Psych Consult

Contact Center Express

iCentrix dashboard

Abandoned Call Flow 2013-2014Goal: Reduce percentage of abandoned calls to 3%.

Metrics

8/18/13 6.6% 3.0%

8/25/13 9.1% 2.9% 3.5%

9/1/13 14.6% 8.9% 4.6%

9/8/13 3.0% 1.7% 1.8%

9/15/13 12.1% 1.4% 0.8%

9/22/13 9.7% 1.6% 2.9%

9/29/13 8.5% 3.1% 1.9%

10/6/13 3.7% 1.7% 1.8%

10/13/13 9.4% 1.5% 1.1%

10/20/13 7.2% 2.0% 1.3%

10/27/13 6.5% 0.8% 1.7%

11/3/13 10.0% 4.7% 3.4%

11/10/13 8.0% 0.7% 1.3%

11/17/13 9.4% 0.5% 2.1%

11/24/13 8.1% 0.0% 2.3%

12/1/13 5.4% 0.0% 1.1%

12/8/13 8.6% 0.6% 3.0%

12/15/13 3.9% 0.4% 1.9%

12/22/13 4.0% 4.6% 3.5%

12/29/13 1.8% 0% 1.7%

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

14.0%

16.0%

8/18/13

8/25/13

9/1/13

9/8/13

9/15/13

9/22/13

9/29/13

10/6/13

10/13/13

10/20/13

10/27/13

11/3/13

11/10/13

11/17/13

11/24/13

12/1/13

12/8/13

12/15/13

12/22/13

12/29/13

Referrals Scheduling Welcome

Batch Error Handler 2013-2014Goal:

Reduce transactions greater than 60 days in the BEH to less than 100 and reduce writeoffs for no auths/timely filing to be 1% or less.

Metrics

0

500

1000

1500

2000

2500

Jan‐13

Feb‐13

Mar‐13

Apr‐13

May‐13

Jun‐13

Jul‐1

3

Aug‐13

Sep‐13

Oct‐13

Nov‐13

Dec‐13

Jan‐14

Feb‐14

Mar‐14

Apr‐14

May‐14

Jun‐14

BEH Totals for Previous Months

Month

BEH Totals for Previous Months

Jan‐13Feb‐13Mar‐13 409Apr‐13 446May‐13 472Jun‐13 0Jul‐13 0Aug‐13 2093Sep‐13 0Oct‐13 0Nov‐13 0Dec‐13 344Jan‐14 144

TRANSACTIONS IN SCHEDULED STATUS 2013-2014Goal: Have no more than 150 transactions in scheduled status for current month.

Metrics

0200400600800

10001200

Jan‐13

Feb‐13

Mar‐13

Apr‐13

May‐13

Jun‐13

Jul‐1

3Au

g‐13

Sep‐13

Oct‐13

Nov‐13

Dec‐13

Jan‐14

Feb‐14

Mar‐14

Apr‐14

May‐14

Jun‐14

Overall

Transactions in scheduled status for past month

Month

Transactions in scheduled status for past month

Jan‐13Feb‐13Mar‐13 176Apr‐13 223May‐13 310Jun‐13 0Jul‐13 0Aug‐13 326Sep‐13 0Oct‐13 0Nov‐13 0Dec‐13 17Jan‐14 41

Client Services Vision

CRI Process is addressing: Right sizing the roles

Cross training roles

Full implementation of the Contact Center

Ongoing customer training

Add more customer feedback opportunities

Process mapping

Employee Services Process

Employee Services Process purpose and mission:

“Help employees manage their employment journey during their time at CSG from initial recruitment through retirement.”

• We assume responsibility to create and maintain a successful employee engagement culture –

– Some examples: Retention, turnover, morale, review of policies and procedures, CSG Spirit Team activities designed to show appreciation and add a little fun to our employee’s day.

Employee Services Process Teams- 2014Led by Process Owner, 3 Process Managers, Center of Expertise

33 total Company-wide Employee Services Process Staff

Payroll and Benefits

Interim P B Administrat

or

Payroll Benefits Reps

HRIS

Database Admin

Training Administrati

on

Training Administr

ator

HR Data

5 EIS

Credentialing EIS

Mentoring and

Development

Mentor Coordinat

or

Consultant

Onboarding

2 ERS

Outreach to Hire

Recruiter

6 Regional Hiring

Specialists2

Regional Hiring

Assistants

Workers Compensati

on

Tier 2 WC Lead

2 WC Specialist

s

Employee Services Process – 2014Services provided by Teams

Payroll Benefits Team

Manages TimeForceaccuracy

Processes Payroll• Taxes, Garnishments

Enrollment and administration of Benefits•Health Insurance, Cobra, 401K, PTO,

HR Information System

Database Management

Reporting to external and internal

customers

Employee Relations Team

Employee performance

issues

Development and

Corrective Action

P & P clarification

Unemploymt

Compensation

FMLA

Service Excellence nominations

Training Administration

ReliasLearning

Management system

Alerts all Users re: new and recurring trainings due

Training of Trainers and Supervisors

HR Data Team

Tracks program regulation compliance

Maintains Personnel

Files

Mentoring and Development

Team

Engages and motivates

new employees through initial

orientation period

Onboarding Team

Welcomes, connects and communicate

s all necessary

new hire info.

Conducts Initial

orientation

Runs and analyzes 60‐day New Hire

Survey

Outreach to Hire Team

Recruits, attracts and screens all potential employees

Reviews and analyzes all resumes and applications

Conducts first interviews and initial eligibility

meetings and clearances

Checks references

Workers Compensation

Team

Monitors and reports all job

injuries

Ensures employees medical needs are arranged

Assists injured

employees in returning to work when medically able or arranges

accommodations

Employee Services Process Staff Contacts

• Outreach to Hire:• Dave Study, Recruiter• Terri Fischbach, RHA• Sandy Shenk, RHS• Martha Lutz, RHS• Christ Kilby, RHS• Jill Allen, RHS• Shannon Runkle, RHA• Christina Gaul, RHA• Julie Greenland, RHA• Onboarding:• Sharyn McHenry, ERS• Jennifer Varner, ERS

Payroll Benefits TeamLeslie Miller, Interim P B AdministratorAlecia Klinefelter, P B Rep John Andrews, P B RepDevon Knaub, P B Rep

Employee Relations TeamLloyd Lamison, Tier 2Stephanie King, ER SpecialistMolly Gerth, ER SpecialistTraining AdministratrionMolly Gerth Training Adm.HR Data TeamBetty Bingham, EISKarla Frey, EISTonya Chant, EISDeb Herr, EISPam Gauthier, EISBeth Brubacher, Credentialing EIS Worker’s CompensationLloyd Lamason, Tier 2Damita Fredericks, WC SpecialistEllen Anderson, WC Specialist

Denise McMullenProcess Manager

Bert HallProcess Manager

Gena DiefenderferProcess Manager

Jan Hartle, Process Owner

Emily HertzlerCenter of Expertise


Time Force Reports

Metrics

iCentrix dashboard ‐ future

Unemployment Compensation

68.4265.42

71.5

50.57

0

10

20

30

40

50

60

70

80

Total Year 10/11 Total Year 11/12 Total Year 12/13 Total Year 13/14

Average number of Claimants

Unemployment Compensation

$305.91 $337.42

$509.65

$281.97

$‐

$100.00

$200.00

$300.00

$400.00

$500.00

$600.00

Total Year 10/11 Total Year 11/12 Total Year 12/13 Total Year 13/14

Average amount per Claim

FY 12/13 – Increase in Program ClosuresFY 13/14 – On target to be lower than FY 10/11

Workers Compensation type of Injury –12/13 Loss Ratio 20%First Quarter 2014 loss ratio 18%

2012 2013

Cause of Injury Codes Incidents Medical Incidents Medical

Burn‐Heat/Cold Exposure 7 1 4 1

Caught In Under or Between 3 4 0 4

Cut, Puncture, Scrape 14 5 3 1

Fall‐Slip‐Trip 17 16 26 35

Motor Vehicle 8 9 5 12

Strain or Injury by 11 25 8 40

Striking Against or Stepping On 1 0 7 4

Struck or Injured by 52 36 41 39

Miscellaneous Causes 8 3 8

HR Data -Licensing Compliance

0

20

40

60

80

100

120

140

160

Aug‐13 Sep‐13 Oct‐13 Nov‐13 Dec‐13 Jan‐14 Feb‐14

NUMBER OF PAST DUE REGULATORY REQUIREMENT

Continuous and Rapid Improvement (CRI)

• Payroll and Benefits Processes Combined

• Employee Relations, Workers Compensation, FMLA processes integrated.

• Health, Safety and Wellness – Review of purpose to expand to Co-wide initiatives, risk management, committee membership, initiate broader influence across CSG, clearer leadership with increased “energy and passion”

Continuous and Rapid Improvement (CRI) continued:

• Recruitment and Retention:

– Employee Referrals – consistently highest source of applicants that are successfully hired: 16.84 %

Employee Referral Bonus Lollapalooza is here!Every employee who refers someone who is hired and completes the initial

evaluation period will have their name entered in a drawing. Each quarter, there will be a drawing and the winner will receive a $500 bonus.

Current CSG Employees will get a Referral Bonus of $100 upon hire of the applicant and another $100 after the applicant’s successful evaluation period!

Continuous and Rapid Improvement (CRI) continued:

• Recruitment and Retention:- Vacancy Rates –Vacancy rates are running highest in:

Lycoming/Clinton - 31%Schuylkill - 25%

In response to a suggestion from a LIFE Alumni, we have initiated a sign-on bonus of $250 at hire and $250 after three months for DSP’s in our Lycoming/Clinton and Schuylkill IDD Programs. We will track and analyze results for six months to determine if this program will be rolled out to other programs.

Improved Communication

• Employee Services Directory (Insider)• Focus groups

Co‐wide Training –Relia s

FMLA Training all Programs

IDDTraining

Health, Safety and

Wellness

Mentor Program

Day 1 – Day 30 Employee Engagement

Fiscal Services Current State

Fiscal Team 2013

Alicia Claudio, Fiscal Manager

•Nichole Glover, Fiscal Clerk

•Bev Rand, Fiscal Clerk• Sharon Arnold, Fiscal Specialist

• Linda Chelius, Fiscal Specialist

• Judith Hooper, Fiscal Specialist

• Cindy Klinger, Fiscal Specialist

• Kyle LeVan, Fiscal Specialist

• Fran Marino, Fiscal Specialist

• Kristie Mutchler, Fiscal Specialist

• Jennifer Opple, Fiscal Specialist

• Crystal McKinney, Fiscal Clerk

•Valerie Scott, Fiscal Clerk• Sandy Kirkham, Fiscal Clerk

•Karen Underwood, Fiscal Specialist

• Joanne Schlagel, Fiscal Specialist

• Louise St. John, Temp Fiscal Clerk

• Joyce Gibble, Temp AR Specialist

Brad Weaver, Purchasing Manager

Sue McCune, Accountant/Fiscal

SupervisorPam Gimeson, Accountant Marshie Bates, Revenue

Cycle ManagerCarla Winnerling,

Reimbursement Specialist

Carole Gilberti, Process Owner Jennifer Steigelman, COE

Fiscal Process 2013

Fiscal Process

Accounts Payable

Vouchering

Voucher charge card

bills

Voucher bills for facilities, clients, etc.

Rent vouchers for facilities

Phone bills –employees/ residents

Pay taxes

Petty Cash

Handle petty cash requests

Voucher petty cash

Process and handle the office petty cash box

Budgeting and Reporting

Prepare P&L reports

Audit preparation

Cost Report

Fiscal Process 2014

Fiscal Process

Accounts Payable

Vouchering

Voucher charge card

bills

Voucher bills for facilities, clients, etc.

Rent vouchers for facilities

Phone bills –employees/ residents

Pay taxes

Petty Cash

Handle petty cash requests

Voucher petty cash

Process and handle the office petty cash box

Budgeting and Reporting

Prepare P&L reports

Audit preparation

Cost Report Client Funds

Client financial information

Rep Payee bank forms

Oversee tax return for individuals

Rent rebate completion for all individuals

Process Dom Care reports

Purchasing

Preferred vendor

management

Fleet management

Vehicle registration

cards/ stickers

Wright Express

Accounts Receivable

Payment processing

Claims processing

Collect rent checks

Room & Board contracts

Prepare deposits

Current State

Fiscal Team 2014

Sue McCune, Fiscal Manager

•Alicia Claudio, Fiscal Manager•Nichole Glover, Fiscal Clerk•Bev Rand, Fiscal Clerk•Sharon Arnold, Fiscal Specialist•Linda Chelius, Fiscal Specialist•Kathleen Kline, Fiscal Specialist•Kyle LeVan, Fiscal Specialist•Fran Marino, Fiscal Specialist•Cindy Klinger, Fiscal Specialist•Vacant, Fiscal Clerk•Fiscal Clerk•Sandy Kirkham, Fiscal Clerk•Ashley Orlando, Fiscal AR Specialist•Joanne Schlagel, Fiscal Specialist•Temp Fiscal Clerk•Temp AR Specialist•Pam Gimeson, Accountant•Marshie Bates, Revenue Cycle Manager

Brad Weaver, Purchasing Manager

•Kristie Mutchler, Fiscal Specialist•Lisa Hempfing, Purchasing Representative

Danielle Pulaski, AR Manager

•Sheila Groff, AR Generalist•Barry Swope, AR Specialist•Deb Capurro, AR Specialist•Michelle Letavic, AR Specialist•Sonia Mendez, Payment Specialist•Sherie Ginder, Payment Specialist•Evelyn Cimmino, Payment Specialist•Deb Tzerefos, Claims Specialist•Mindy Lightcap, Claims Specialist•Marsha Hornberger, Temp Payment Specialist

Carla Winnerling, Reimbursement Specialist

Eliminated ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐

Eliminated ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐Eliminated ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐

Moved from client process to fiscal processCOERejean Carlson, Process Owner Eliminated ‐‐‐‐‐‐‐‐‐

Current State

Improved Communication

• Fiscal directory• Customer Partner – Leah Gillespie• Focus groups

AP

Sunbury managers

AR

Children’s services/ case management

Purchasing

Purchasing advisory group


• Improved timeliness of producing monthly P&Ls

New version of P&L easier to read

IDD benchmarking reports

iCentrix dashboard

AP Vouchers by Month

‐ 500

1,000 1,500 2,000 2,500 3,000

Same Month Change

FY 2012‐2013 FY 2013‐2014

‐

500

1,000

1,500

2,000

2,500

3,000

July 2012 to Present

Month FY 2012‐2013 FY 2013‐2014July 2,375 2,261 August 2,329 2,368 September 1,836 2,088 October 2,394 2,369 November 2,367 2,119 December 1,941 1,953 January 2,536 February 2,131 March 2,305 April 2,395 May 2,241 June 2,048 Total 26,898 13,158 Average 2241.5 2193

Goal:Reduce the number of vouchers processed each month to less than 2,000 per month.

Metrics

AR Aging Greater Than 90 Days

Month FY 2012‐2013 FY 2013‐2014 VarianceJuly 866,053 August 1,014,535 September 1,422,007 October 769,671 November 719,401 December 842,131 January 1,918,238 892,522 ‐53.47%February 1,538,576 March 1,052,958 April 822,565 May 822,278 June 846,771 Total 7,001,387 6,526,321 Average 1,166,898 932,332 ‐53.47%

Goal:Reduce dollar amount greater than 90 days from date of service by 10% from same month prior year.

Metrics

05000001000000150000020000002500000

Same Month Change

FY 2012‐2013 FY 2013‐2014

‐

500,000

1,000,000

1,500,000

2,000,000

2,500,000

January 2013 to Present

Non-Preferred Vendor Purchases

Goal:Reduce the number of non‐preferred vendor purchases each month to less than 250 per month.

Metrics

‐

100

200

300

400

Same Month Change

FY 2012‐2013 FY 2013‐2014

‐ 50

100 150 200 250 300 350 400

July 2012 to Present

FY 2012‐2013 FY 2013‐2014

MonthMonthly office supply vouchers

Monthly Rubinstein's vouchers

Monthly non‐Rubinstein's vouchers

Monthly office supply vouchers

Monthly Rubinstein's vouchers

Monthly non‐Rubinstein's vouchers

July 537 223 314 560 363 197 August 453 130 323 708 401 307 September 468 180 288 720 407 313 October 615 296 319 754 436 318 November 635 312 323 722 455 267 December 596 322 274 382 42 340 January 705 428 277 231 4 227 February 617 372 245 2 March 688 429 259 April 682 424 258 May 736 460 276 June 640 369 271 Total 7,372 3,945 3,427 4,079 2,108 1,969 Average 614.3 328.8 285.6 509.9 301.1 281.3

Current Process

Purchase requested

Approval required

Purchase made

Invoice received

Voucher processed

Voucher approved

Invoice paid

Purchase requested

Approval required

Purchase order generated and purchase made

Invoice received and matched with approved purchase order

Invoice paid

Automated Future Process

Purchasing and Accounts Payable Vision

Multiple approvals needed

All automated

Fewer tasks = more efficient

Single approval

Accounts Receivable Vision

Service provided

Claims submitted

Claim processed

Payment processed

Electronic claims and payments files

Eliminate manual tasks = more efficient

Reduce risk of data entry errors

Future Vision

Why So Much Change?

Deliberate success (hurrah for rationality)

Emergent success (hurrah for learning)

Failure of deliberateness (efficient but not

effective)

Failure of everything (try again)

YES

YES

NO

NO

Intended Vision Realized?

Realized Vision Successful?

Changing Visions

Initial Vision

Learning

New Vision

Flexibility

Vision of Today: March 5, 2014

1. Customer centric

2. Tech‐enabled organization

3. Data driven decision making

4. Less constrained by location

5. Business process management

Customer CentricHow will this

change affect the individuals we serve?

How will this change

affect staff?

How will this change affect the

program and CSG?

Customer Feedback

Customers

Ticket system

CRI meetings

CSG Insider

•Directories• FAQs

Tech-Enabled Organization

PsychConsult

ScerIS

Adobe Connect

Time & Attendance

Outlook scheduling

MyStrength

Contact Express Telepsych


COMC

iCentrix

Key Performance Indicators

Less Constrained by Location

PsychConsult

Contact Center

Remote registration

FWA

Telepsych

Remote monitoring

Business Process Management

Efficient, reproducible processes

Metrics

Continuous rapid improvement

Support Services Purpose and Vision

The overall purpose of Support Services is to enhance the value of the services provided to the individuals we serve and our employees.

The enhanced value should be aligned with CSG’s strategic goals of Organizational Excellence, Service Excellence, Quality Workforce and Financial Health.

One Process should be defined for an administrative function or task; if one process is not possible, a standard process that permits variation will be defined.

IDD Programs

Support ServicesMH Programs

Client processEmployee process

Fiscal processFiscal role

Fiscal role

Other roles with connection to

support services?

Potential new processes• Document management• Contract management• Utilization management

Investigation specialist

Presentation evaluation

and

Continued ongoing feedback

a network of services. a world of possibilities.insider.csgonline.org/files/support services vision...

Documents