SNAP Continuous Improvement Forum Session 5 Lessons Learned and Next Steps

Housekeeping Items:Housekeeping Items: –Close other programs running on your computer –Submit questions online throughout for Q&A at end of session –Keep phone on mute during webinar; lines will be unmuted during Q&A Speaker: John Beakes, III, MS, MASpeaker: John Beakes, III, MS, MA –Director, Business Process Reengineering –Led successful BPR transformations in Federal, State and local government as well as health care, service & manufacturing industries One Stop Career CentersOne Stop Career Centers State Department of LaborState Department of Labor Veteran’s AdministrationVeteran’s Administration City GovernmentCity Government Hospitals, Health Systems, Offices, Factories, Distribution Centers, etc.Hospitals, Health Systems, Offices, Factories, Distribution Centers, etc. Session Introduction

Recognize strengths and weaknesses in previous BPR efforts and build successes for respective Colorado countiesRecognize strengths and weaknesses in previous BPR efforts and build successes for respective Colorado counties Identify initial actions that can take place to initiate or advance BPR activities in respective Colorado countiesIdentify initial actions that can take place to initiate or advance BPR activities in respective Colorado counties Session Objectives

Improve workflow to reduce bottlenecks and provide more timely eligibility decisions to clientsImprove workflow to reduce bottlenecks and provide more timely eligibility decisions to clients Improve the customer service experience Improve the staff experience Increase ongoing utilization of process data Lessons Learned

Improve workflow to reduce bottlenecks and provide more timely eligibility decisions to clientsImprove workflow to reduce bottlenecks and provide more timely eligibility decisions to clients –There are a number of handoffs in current business processes –There are also variations in ways in which work is completed Lessons Learned: Workflow

Consider alternative methods to distribute and manage workConsider alternative methods to distribute and manage work Triage applications and RRRs based on whether they are ready to workTriage applications and RRRs based on whether they are ready to work Implement same day interviewsImplement same day interviews Lessons Learned: Workflow

Improve the customer service experience – –Differences exist in the level of customer service support provided to clients (i.e. timeliness of returned phone calls; alternative technological support in waiting areas; privacy) – –Variations may inadvertently contribute to challenges experienced by clients throughout the eligibility determination process Lessons Learned: Customer Experience

Survey customers to understand their needs and concerns Develop a quick checklist for required verifications Implement signage in the lobby area Develop relationships with community partners Lessons Learned: Customer Experience

Improve staff experience – –Waits, delays, interruptions, rework, handoffs, batches, and bottlenecks are workflow challenges not staffing challenges – –Workflow challenges may cause high staff turnover and negative work culture Lessons Learned: Staff Experience

Communicate vision Engage and involve all levels of staff in improvement activities Generate “quick-wins” and celebrate successes Align improvement activities to organizational goals Lessons Learned: Staff Experience

Increase ongoing utilization of process data –Variations exist in how data provided from state office is used across counties –Data collected may not answer necessary questions –Performance metrics may go under utilized Lessons Learned: Utilize Data

Obtain and plot data on processing time for regular and expedited SNAPObtain and plot data on processing time for regular and expedited SNAP Use data to predict trendsUse data to predict trends Use data to measure changes in processesUse data to measure changes in processes Lessons Learned: Utilize Data

What’s next?

Think about Change We cannot solve our problems with the same thinking we used when we created them. - Albert Einstein

No one size fits all approachNo one size fits all approach –Each county will administer SNAP differently based on client population, staffing, available technology, etc. What works for one may not work for anotherWhat works for one may not work for another –Successes in office may not work for another, failures in one office may be successes in another A Tailored Approached

Current processesCurrent processes Stakeholder involvementStakeholder involvement –Determine all affected parties Technology, systems, and physical locationTechnology, systems, and physical location –Understand the current tools and work environment Intensive/In Depth Examination of…

Culture of Continuous Improvement Assessment Leadership supportLeadership support –For change to occur, leadership needs to support and listen to the Experts Employee EngagementEmployee Engagement –Workers have the expertise, knowledge, and ideas to improve the current process CommunicationCommunication –Communication needs to be clear, consistent, and constant

Sustain Solidify Internal Capabilities Problem Solving Methodology BPR/Value Stream Analysis Training Continuous Improvement Structure Annual Planning Process Chart the Journey

Develop a strategyDevelop a strategy –Gain leadership and workforce buy-in –Identify keys leaders and roles –Build a system Find experienced coaches and mentorsFind experienced coaches and mentors Create a long-term planCreate a long-term plan –Train all employees in BPR at some level –Find early wins –Show results and metrics tied to the goals of the organization Begin Your Journey

Thank you for your participation and enjoy the continuous improvement journey!

Contact Information John Beakes – Hoke Wilson – Shanise DeMar – Cassandra Mickish Gross – Adriane Thomas – Andres Romualdo –

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