child support re-engineering
DESCRIPTION
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 – - PowerPoint PPT PresentationTRANSCRIPT
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Child Support Re-Child Support Re-
engineeringengineering
The Idaho Child Support The Idaho Child Support Enhanced Case Enhanced Case
Management SystemManagement System
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2004>>>>>>>>2002004>>>>>>>>20066
Seven Regional Child Support Offices
State of Idaho State of Idaho
One, Single, Statewide Business
State of Idaho
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Idaho’s Enhanced Idaho’s Enhanced Case Management SystemCase Management System
LSCU SECU FIDM
Enforcement Support Units – Collections, Customer
Service & Data Integrity FARU PARU RMCU SACU
CALL CNTR
ORDS Unit
P/E Units
Region 1
Region 2
Region 3
Region 4
Region 5
Region 6
Region 7
Interstate Units
Locate Unit
“Flow-through” Functions – Collections & Data integrity
Closure Unit
INIT Units
Other States
Customer contact when establishing cases – Customer Service
Core Case Management standards for Collections, Customer
Service & Data Integrity
Resources dedicated to locate services – Customer Service & Collections
Standard process for case closure –Customer Service & Data Integrity
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What is re-What is re-engineering?engineering? It’s about Change (The Culture)It’s about Change (The Culture) It’s about Structure (The Organization)It’s about Structure (The Organization) It’s about Tasks (The Work)It’s about Tasks (The Work) It’s about People (The Workers)It’s about People (The Workers) It’s about Technology (Automated Systems)It’s about Technology (Automated Systems) It’s about Performance (Quality, Accuracy, It’s about Performance (Quality, Accuracy,
Timeliness, Consistency, and Timeliness, Consistency, and Standardization)Standardization)
Re-engineering is about redesigning Re-engineering is about redesigning and implementing an interconnected and implementing an interconnected
statewide business system statewide business system
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Why Change?Why Change?
To Align People, Resources, and To Align People, Resources, and TechnologyTechnology
To Manage Caseload GrowthTo Manage Caseload Growth To Work Within Budget ConstraintsTo Work Within Budget Constraints To Compensate for Staffing ReductionsTo Compensate for Staffing Reductions To Meet Challenges with Hiring, To Meet Challenges with Hiring,
Training, Achieving Productivity Training, Achieving Productivity To Reduce Inefficiencies To Reduce Inefficiencies To Achieve Performance ExpectationsTo Achieve Performance Expectations To Improve Customer ServiceTo Improve Customer Service
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The Need for ChangeThe Need for Change
From 1999 – 2006, Idaho’s Child Support From 1999 – 2006, Idaho’s Child Support caseload has increased each year caseload has increased each year without a proportionate increase in FTE.without a proportionate increase in FTE.– Less time available per caseLess time available per case– Less time available per customerLess time available per customer
Requires proactive management to: Requires proactive management to: – Discover and implement efficiencies Discover and implement efficiencies – Maintain high quality outputs and excellent Maintain high quality outputs and excellent
customer servicecustomer service– Effectively implement and manage changeEffectively implement and manage change
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Changing the CultureChanging the Culture
Who & What Needs to Who & What Needs to Change?Change?
ManagementManagement Supervisors Supervisors Line StaffLine Staff ProcessesProcesses
Bye Bye, Case Ownership, Hello, Shared Accountability
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Source: Caseload Growth – FFY yearly average received from monthly DISA download; FTE- OCSE 157 Report
Idaho Caseload Growth vs. FTE
77,516
93,435
108,432
70,434
202138 162
50,000
60,000
70,000
80,000
90,000
100,000
110,000
1999 2000 2001 2002 2003 2004 2005 2006
Ca
se
loa
d
0
100
200
300
400
500
600
700
800
900
1000
FT
E
IV-D Caseload FTE
Child Support Caseload Child Support Caseload to FTE Growthto FTE Growth
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Structure – Structure – Organizational ChangeOrganizational Change
Management Team of 11 reduced to 5Management Team of 11 reduced to 5 7 Regional Offices Structure Redefined7 Regional Offices Structure Redefined 1 Statewide Core Case Management 1 Statewide Core Case Management
Unit Unit 13 In-House Functional Consolidated 13 In-House Functional Consolidated
UnitsUnits 2 Outsourced Functional Consolidated 2 Outsourced Functional Consolidated
UnitsUnitsSeven “States” of Idaho have Seven “States” of Idaho have become One, Single Statewide become One, Single Statewide
BusinessBusiness
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One, Single, Statewide One, Single, Statewide BusinessBusiness
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Organizational Organizational StructureStructure
Idaho Child Support Program
06/01/07
INCLUDED:
BO Based (Incl 2 Mgrs) 10HUB Based Prgm Mgrs 3Field Based Staff 148Legal (AAII’s) Statewide + 8
CS FTP 169
POSITIONS NOT INCLUDED:
CERMQA/QSTTrainingComplaints
Kandace YearsleySR Program
Manager & IV-D Director
Administrative Assistant
Kathleen ClarkNorthern Hub
Program ManagerService Delivery
(37 FTP)
Leslie BettyEast Hub
Program ManagerService Delivery
(51 FTP)
R4(35 FTP)
R5(15 FTP)
R3(25 FTP)
R2(14 FTP)
R1(23 FTP)
R7(15 FTP)
Supv Supv Supv Supv
21 FTP:
SRS Principal (1)SRSTRSOSpecsCSR’sTemps
13 FTP:
SRS Principal (1)SRSTRSOSpecsCSR’sTemps
14 FTP:
SRS Principal (1)SRSTRSOSpecsCSR’sTemps
13 FTP:
SRSTRSOSpecsCSR’sTemps
Supv SupvSupvSupv
Vickie VanderwerffCentral Hub
Program ManagerService Delivery
(60 FTP)
R6(21 FTP)
SupvSupv
19 FTP:
SRS Principal (1)SRSTRSOSpecsCSR’sTemps
22 FTP: SRS Principal (1)SRSTRSOspecsCSR’sTemps
SupvSupv Supv
33 FTP:
SRS Principal (2)SRSTRSOSpecsCSR’sTemps
BO StaffProgram Specialists
Admin & Clerical
Tom SerichProgram Manager
Statewide Operations
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Staffing a Statewide Staffing a Statewide OperationOperation
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 FTP13 Functional Consolidated Units with a total of 74 FTP A Statewide Core Case Management Team with a total of 57.5 A Statewide Core Case Management Team with a total of 57.5
FTPFTP A Supervisory Team of 16.5 FTPA Supervisory Team of 16.5 FTP
With Additional Case Management Support From:
2 Consolidated Support Units under a Contract Operation – 2 Consolidated Support Units under a Contract Operation – Customer Service (CSCS), Receipting (SDU)Customer Service (CSCS), Receipting (SDU)
A Program Support Team located in the central Business Office A Program Support Team located in the central Business Office
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Child Support Statewide Child Support Statewide Consolidated UnitsConsolidated Units
INIT – Case Initiation – Two Units – Coeur d’Alene & Boise (Westgate)INIT – Case Initiation – Two Units – Coeur d’Alene & Boise (Westgate) PECU – Paternity Establishment – Two Units – Coeur d’Alene & Boise PECU – Paternity Establishment – Two Units – Coeur d’Alene & Boise
(Westgate)(Westgate) LOCU – Locate - LewistonLOCU – Locate - Lewiston ISCU – Interstate – Two Units – Caldwell & LewistonISCU – Interstate – Two Units – Caldwell & Lewiston FIDM – Financial Institutions Data Match – Boise (Westgate)FIDM – Financial Institutions Data Match – Boise (Westgate) FARU – Financial Audit Review – Boise (Westgate)FARU – Financial Audit Review – Boise (Westgate) PARU – Payment Adjustment & Recovery – Twin FallsPARU – Payment Adjustment & Recovery – Twin Falls ORDS – Order Abstract & Debt Setup - PocatelloORDS – Order Abstract & Debt Setup - Pocatello LSCU – License Suspension - PocatelloLSCU – License Suspension - Pocatello SACU – Secondary Approval Unit (Adjustments) – Idaho FallsSACU – Secondary Approval Unit (Adjustments) – Idaho Falls CLOS – Case Closure – Idaho FallsCLOS – Case Closure – Idaho Falls SECU – Special Enforcement – Idaho FallsSECU – Special Enforcement – Idaho Falls RMCU – Returned Mail Consolidated Unit - LewistonRMCU – Returned Mail Consolidated Unit - Lewiston CSCS – Child Support Customer Service (Contract Unit) - BoiseCSCS – Child Support Customer Service (Contract Unit) - Boise RCTG – Payment Receipting (Contract Unit) – BoiseRCTG – Payment Receipting (Contract Unit) – Boise CCM – Core Case Management - StatewideCCM – Core Case Management - Statewide
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Tasks – Defining the Tasks – Defining the WorkWork Caseload vs WorkloadCaseload vs Workload Functions vs TasksFunctions vs Tasks What is “The Work”What is “The Work” Balancing PrioritiesBalancing Priorities Managing the CaseManaging the Case Shared OwnershipShared Ownership Targeted Objectives Targeted Objectives
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Caseload EqualizationCaseload Equalization
July-07Total
Caseload % of IV-D Caseload
Locate 12,310 11%
Paternity 6,732 6%
Establishment 12,692 11%
Enforcement 83,599 72%
Sub-Total 115,333 100%
Statewide Consolidated Unit
Average Caseload/FTP
Interstate Enforcement 804Paternity-Establishment 733Locate 1931Core Case Management 766
Idaho Child Support – Statewide Caseload Snapshot
Idaho Child Support - IV-D Statew ide Caseload Snapshot
11%
6%
11%
72%
Locate Paternity
Establishment Enforcement
Note: Data is a “snapshot” in time and changes on a dialy basis
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Caseload vs WorkloadCaseload vs Workload
Core Case Management TeamCore Case Management Team
Average Caseload = Average Caseload = 1089/FTP1089/FTP
Average Workload = 761/FTPAverage Workload = 761/FTP
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Caseload Equalization:Caseload Equalization:Core Case Core Case ManagementManagement
Core Case Management (Enforcement) Caseload July-07
Region TotalLess I/S Enforcement
Total CCMgt FTPAverage
Caseload
1 12,709
4,385
8,324 7.5
1,110
2 5,245
1,903
3,342 3
1,114
3 16,685
3,722
12,963 11
1,178
4 19,739
4,505
15,234 14.5
1,051
5 11,029
2,302
8,727 8
1,091
6 9,618
1,892
7,726 7.5
1,030
7 8,574
1,708
6,866 6.5
1,056
TOTAL 83,599
20,417
63,182 58
1,089
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Workload Equalization:Workload Equalization:Core Case Core Case ManagementManagement
Statewide Core Case Management (Enforcement) FTP Allocation & Workload July-07
Location of FTP
# of Total FTP for Unit
% FTP Allocated Enfo
FTP Allocated ENFC Wk Caseload Workload
CCMgt 58 100% 58
INIT* 7 43% 3
FARU 4 75% 3.00
FIDM* 1.5 75% 1.13
PARU 4.8 75% 3.60
ORDS 7 75% 5.25
LSCU* 4 75% 3.00
SECU* 2 75% 1.50
SLOA * 2 75% 1.50
CLOS 3 67% 2
LOCU 3.25 28% 1
TOTAL 82.98 63,182 761
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People – The WorkersPeople – The Workers
Participation in the PlanningParticipation in the Planning Matching Skills to AssignmentsMatching Skills to Assignments Offering ChoicesOffering Choices No Involuntary TransfersNo Involuntary Transfers No LayoffsNo Layoffs No ReclassificationsNo Reclassifications
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Technology – Technology – Automated SystemsAutomated Systems Processes defined Automation (Pre-Processes defined Automation (Pre-
1996) 1996) Automation redefined Processes (1996)Automation redefined Processes (1996) Redefining Processes to Maximize use of Redefining Processes to Maximize use of
available Automated Systems (1996 to available Automated Systems (1996 to Present)Present)
Enhancing Systems to Support Enhancing Systems to Support Processes (1996 to Present)Processes (1996 to Present)
Implementing New Systems & Implementing New Systems & Technologies (Now and into the Future)Technologies (Now and into the Future)
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Performance – Quality Performance – Quality OutcomesOutcomes
AccuracyAccuracy TimelinessTimeliness ConsistencyConsistency StandardizationStandardization
Quality Outcomes = Quality Customer Service
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Total ORDS Volume and Timeliness
0
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
4,500
Oct-06 Nov-06 Dec-06 Jan-07 Feb-07 Mar-07 Apr-07 May-07 Jun-07
Vo
lum
e
0
2
4
6
8
10
12
14
Day
s
Total Orders Timeliness
Performance Metrics: ORDS Unit
(Order Abstract & Debt Setup
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Performance Metrics: ORDS Performance Metrics: ORDS unitunit
Reviews Completed
Accuracy Rate
Debt Type
Manual Alerts Narrative
Data Integrity
Policy Issues
Oct-06 282 98.2%Nov-06 182 98.9% 100.0% 0.0% 0.0% 0.0% 0.0%Dec-06 159 99.4%Jan-07 227 98.7% 33.3% 33.3% 0.0% 0.0% 33.3%Feb-07 74 100.0%Mar-07 71 98.6% 100.0% 0.0% 0.0% 0.0% 0.0%Apr-07 52 98.1% 100.0% 0.0% 0.0% 0.0% 0.0%
FFY 07 Total 1,050 98.7% 71.4% 14.3% 0.0% 0.0% 14.3%
Accuracy Rate Percentage of Total Errrors
UNIT PERFORMANCE FFY 2007
ORDS UNIT QUALITY ASSURANCE REVIEWSFFY 2007
INTERSTATE
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Performance Performance Improvement: Order Improvement: Order Abstract & Debt SetupAbstract & Debt Setup Prior to Re-engineering – it took 6 to 8 Prior to Re-engineering – it took 6 to 8
weeksweeks to get an order setup on the to get an order setup on the system, delayed collections, system, delayed collections, increased arrears, inconsistent data increased arrears, inconsistent data entryentry
After Re-Engineering – 5 to 15 After Re-Engineering – 5 to 15 daysdays to to get an order setup on the system, get an order setup on the system, more timely collections, containment more timely collections, containment of arrears, consistent data entry of arrears, consistent data entry
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High PerformanceHigh Performance
From July 2006 through June 2007 From July 2006 through June 2007 most of the functional most of the functional consolidated units are exceeding consolidated units are exceeding performance goalsperformance goals
Averaging 96-99% AccuracyAveraging 96-99% AccuracyAveraging 96-100% Averaging 96-100% Timeliness Timeliness
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Performance Improvement:Performance Improvement:2006 Idaho Child Support 2006 Idaho Child Support Federal Self-Assessment ReportFederal Self-Assessment Report
Performance Summary 2006
Functional AreaFFY 2004
FFY 2005
FFY 2006 Goal
Closures 93% 92% 99% 90%
Establishment of Orders 79% 88% 91% 75%
Expedited Process (12-Month Standard)
100% 100% 100% 90%
Expedited Process (6-Month Standard)
95% 98% 98% 75%
Enforcement of Financial Orders
98% 97% 95% 75%
Enforcement of Medical Orders
96% 98% 97% 75%
Modifications (case review and adjustment)
86% 99% 99% 75%
Interstate Cases 84% 92% 98% 75%
Disbursements 100% 99% 100% 75%
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Source Data: PSI FFY 2006 OCSE State Report – State Distribution
Cost Effectiveness Ratio
$0.00
$0.50
$1.00
$1.50
$2.00
$2.50
$3.00
$3.50
$4.00
$4.50
$5.00
$5.50
$6.00
$6.50
2000 2001 2002 2003 2004 2005 2006
Idaho National Average
Cost EffectivenessCost Effectiveness
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Staffing, Training & Staffing, Training & Achieving Performance Achieving Performance GoalsGoals Cultivating Experts vs Expecting Cultivating Experts vs Expecting
Everyone to Know EverythingEveryone to Know Everything Ramp-up Time to Achieve Productivity Ramp-up Time to Achieve Productivity
Goals Reduced – Days & Weeks vs Goals Reduced – Days & Weeks vs Months & YearsMonths & Years
Recruiting & Hiring for Specific Skills vs Recruiting & Hiring for Specific Skills vs General QualificationsGeneral Qualifications
Specialized Training for Functions & Specialized Training for Functions & TasksTasks
Case Ownership vs Shared AccountabilityCase Ownership vs Shared Accountability
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Planning & Planning & ImplementationImplementationDevelop a Comprehensive PlanDevelop a Comprehensive Plan
Identify & Include All StakeholdersIdentify & Include All Stakeholders Collect DataCollect Data Define ObjectivesDefine Objectives Draft the PlanDraft the Plan Test Pilot Projects/Gather DataTest Pilot Projects/Gather Data Refine and Implement “The Plan”Refine and Implement “The Plan” Implementation - Big Bang vs Staged Implementation - Big Bang vs Staged
TransitionTransition Monitor & Measure ResultsMonitor & Measure Results Refine Processes - Continuous & OngoingRefine Processes - Continuous & Ongoing
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For More InformationFor More Information
ContactContact
Tom SerichTom Serich
Program Manager, Statewide OperationsProgram Manager, Statewide Operations
Idaho Child Support ServicesIdaho Child Support Services
State of Idaho – Department of Health & WelfareState of Idaho – Department of Health & Welfare
450 West State St – 2450 West State St – 2ndnd Floor Floor
Boise, ID 83701Boise, ID 83701
Ph: 208-334-6545 Email: Ph: 208-334-6545 Email: [email protected]@dhw.idaho.gov