Department of Human Services Self Sufficiency. The Non-TANF Intake Model (including Electronic Applications)

Transcription

1 Department of Human Services Self Sufficiency The Non-TANF Intake Model (including Electronic Applications) May 2016

2 Table of Contents HISTORY... 3 OVERVIEW... 4 IMPORTANT PRINCIPLES... 5 CAPACITY... 5 DEMAND... 5 PEAK INTAKE DEMAND TIMES... 6 MAXIMIZING THE CAPACITY OF THE SCHEDULING BOARD... 6 COMPONENTS OF THE MODEL... 7 SAME-DAY/NEXT DAY PROCESSING... 7 MANAGING WITH METRICS... 7 SETTING UP THE INTAKE SCHEDULING BOARD... 8 Staggering Lunches and Breaks... 9 Eliminating Blocked Time from the Intake Scheduling Board... 9 SCHEDULING Standard Intake Timelines and Expectations Serving Walk-In Applicants within 30 minutes Adjusting the Schedule if an Interview is Running Long Non-English Intakes Assigning Expedited SNAP-only intakes to HSS1s PRE-SCHEDULED INTAKES The Invisible Line : Limiting the Number of Pre-Scheduled Intakes Pre-Scheduled Intakes on the Scheduling Board No-Show THE COLD-CALLER Addressing Daily Demand Locating Applications Contacting Clients Scheduling Clients Calling the Office After the Cold-Caller Leaves a Message Assigning Walk-In Intakes CAPI / EDMS Base Process Mapping Models TRACS NARRATIVE GUIDE NON-TANF INTAKE MODEL BRANCH ASSESSMENT

3 HISTORY In the Fall of 2008, three Rapid Process Improvement (RPI) Events were held to find efficiencies within the non-tanf eligibility intake process. The problem to be solved was the lack of a consistent statewide process and the time a client had to wait from application to an intake appointment. Branches that participated were Springfield Main Office in District 5, Grants Pass/White City/Medford in District 8, and Albany in District 4. Each branch piloted their future state for three months. Based on the greatest efficiency found, Springfield Main s future state was chosen and implemented statewide. This model included resource tools that created a time savings of 7 minutes for TRACS narratives, utilization of all business hours to increase scheduled intakes, and rotation of staff to equal out workload and provide paper-processing time for staff. It was designed to decrease the No Show rate and increase customer service satisfaction while retaining quality customer service. Over an 11-week implementation period (February 2, 2009 to April 17, 2009), CAF Lean Leaders and the Implementation Team rolled out a consistent statewide process of scheduling intakes for SNAP, medical and daycare benefits. The initial results are positive. Oregonians are receiving their benefits on average 9 days sooner than prior to implementation of the new Intake model. Currently 92% of clients are being seen the same or next day. 65% are receiving their benefits on the same day as their intake. Customer Satisfaction Surveys are 98.5% positive. With intakes being seen on average 9 days sooner, ~$920,000 is generated earlier into the community, equaling ~$1,600,000 in economic activity earlier each month into the Oregon economy. In addition, with those food needs met, families are not turning to food banks while waiting, saving $410,400 of resources for other hungry Oregonians through the food banks each month. Additionally, CAF employees have become ~5% more efficient in the process, which is equivalent to reinvesting ~26 FTEs or ~$113,895 into the process to handle increased volumes of 23.1%. 3

4 OVERVIEW The Non-TANF Intake Model offers a consistent, statewide process that provides more timely benefits to applicants in need while at the same time maximizing our ability to meet our client demand on a daily basis. The Model maximizes the functionality and capacity of the intake scheduling board through a combination of serving walk-in applicants within 30 minutes, establishing standard intake completion timeframes, limiting the number of pre-scheduled intake appointments offered, and completing more intakes over the phone. The fundamental principle of the Non-TANF Intake Model is to minimize the overall impact of intakes on staff while - at the same time - maximizing the level of service provided to clients. This is primarily accomplished by strategically managing the intake scheduling board in such a way that the branch is able to see clients when they actually come into the office (or call on the phone) to apply for benefits instead of having to pre-schedule them for intake appointments in the future. 4

5 IMPORTANT PRINCIPLES Capacity Capacity is the amount of work your branch can reasonably expect to complete in a specific period of time (per day, week, month, etc.). By understanding your capacity you can determine how many workers are needed each day to meet the daily needs of the branch. Demand Demand is the amount of work received by a branch in a certain amount of time. Each branch needs to identify and understand its demand in order to determine how many workers are needed each day to meet the daily needs of the branch. With the help of metrics a branch should be able to determine its daily, weekly and monthly demand. # of WOD documents and CC applications in the branch at the beginning of the day Average # of WOD documents and CC apps. the branch receives each day (based on metrics) Add up the previous 2 columns. This is your daily demand The average # of documents an individual WOD and CC can reasonably process in a day (based on metrics) # of WODs and CCs the branch should allocate at the beginning of the day Actual Demand +Anticipated =Total Demand Capacity per = Workers Needed Demand Worker WOD CC These numbers stay the same each day 5 These numbers stay the same each day Rounding up ensures there are enough workers to complete the work

6 Peak Intake Demand Times Using metrics, branches need to determine their Peak Intake Demand Times. The Peak Demand times are those times that branches experience the highest volume of walk-in applicants each day. Generally there are two to three Peak Demand times in an average day. In order to accommodate as many walkins as possible, branches should avoid pre-scheduling intakes during their Peak Intake Demand Times as much as possible. Maximizing the Capacity of the Scheduling Board One of the main goals of the Non-TANF intake board is to maximize the capacity of the intake scheduling board. In other words, the goal is to be able to accommodate as many walk-in intakes as possible. Ideally, we should never have to send someone away because we do not have any available intake slots on the board. One of the main reasons branches do not have enough intake slots on the board to meet walk-in demand is because they are often filled with pre-scheduled intake appointments which often result in no-shows. This greatly limits the scheduling board s capacity to meet the walk-in intake demand. Another reason branches do not have enough intake slots on the board to meet walk-in demand is because they often have staff that are scheduled to be out on break and/or lunch at the same times, thus decreasing the capacity of the intake scheduling board and increasing the likelihood that the client will have to leave the office and come back at a later (pre-scheduled) date and/or time. To address this, the Non-TANF intake model requires that breaks and lunches be staggered as much as possible in order to open up the most possible intake slots on the intake scheduling board. An additional reason branches may not have enough intake slots on the board is because they preschedule intakes during Peak Intake Demand Times. The Non-TANF Intake model addresses this by emphasizing the importance of scheduling intakes during Non-Peak Intake Demand times and avoiding pre-scheduling intakes during Peak Intake Demand times. 6

7 COMPONENTS of the MODEL Same-Day/Next Day Processing The Non-TANF intake Model is based on the concept of Same-Day/Next-Day Processing. The intent of Same-Day/Next-Day Processing is to as much as possible determine eligibility for benefits on the same day the application is received in the branch ( Same-Day ). There will be times when applications are received too late in the day to be processed in the same day. When that happens, the paperwork will be processed the day after it is received ( Next-Day ). Same-Day/Next-Day processing does not mean branches (or workers) can set paperwork aside to be processed the day after it is received (that is simply referred to as Next-Day processing). Managing with Metrics In order to effectively manage the Non-TANF Model, a branch needs to collect and use metrics to be able to: Track the quantity of paper and electronic applications received daily; Track the daily output of Cold-Callers in the branch in order to estimate the average branch capacity; Determine the branch invisible line and Peak Intake Demand Times 7

8 Setting Up the Intake Scheduling Board An intake scheduling board will be used in each branch (this can be an electronic board). Branches must have appointments available Monday through Friday during all open business hours. All HSS3s, (see exceptions below) assigned to a branch must be included in a daily rotation on the board and be available for Intake appointments. At branch discretion a stationary cold caller and a stationary worker of the day, (as described in the Ongoing Paperwork Model Desk Guide), can be designated. A stationary 8

9 cold caller is a specific staff member designated to be the cold caller every day and is placed at the bottom of the Non-TANF intake schedule board (through which HSS3 staff will not rotate). Either way, branches must ensure that more than one person per day acts as cold caller when demand requires it. Staggering Lunches and Breaks Lunches and breaks need to be staggered amongst the staff. Staggering means having enough separation between worker s lunches and breaks to maximize the number of available intake slots available at any given time. The reason for this is to ensure the maximum number of available intake slots at all times of the day. If lunches and breaks are not staggered, you end up with chunks of time on the board where more than half of your staff is unavailable for intakes (pre-scheduled or not). This creates an unnecessary backlog and increases the number of pre-scheduled intakes which - in turn - fills up more slots on the board that cannot be used for walk-ins and a vicious cycle begins. Eliminating Blocked Time from the Intake Scheduling Board In the Non-TANF Intake Model, branches need to maximize the capacity of the intake scheduling board. In order to accomplish this, all HSS3s need to be on the intake board and available for Non- TANF and Non-Mandatory TANF intakes during their entire work shifts. At a manager s discretion, workers at the top of the board can be blocked off for the last hour at the end of the day in order to finish any work necessary to complete any follow-up actions on the day s work. 9

10 Scheduling Standard Intake Timelines and Expectations Intakes are given a standard amount of time for completion. The designated intake time includes: taking the client to the worker s desk, reviewing screens, reviewing the application, interviewing the client, determining eligibility, updating screens, issuing benefits, narrating the case and filing. All intakes need to be documented in a designated intake log. Most branches use the intake log available through Citrix or Siebel. The Non-TANF Intake Board allows for HSS3s to request additional time when an intake requires more than the standard allotted time, however this is not always possible. At the end of each work day, at manager discretion, one hour can be awarded to those HSS3s located at the top of the board who need more time to complete the intakes they worked on that day. 10

11 The following are the standard intake timelines: Type A= 30 minutes, 1 program w/o income Type B= 45 minutes, 1 program with income Type C= 60 minutes, 2 programs or SNAP CAPI Type D= 75 minutes, 3 programs Type E= 105 minutes, TANF mandatory Off work, breaks and lunches Client time outside of an appointment Additional time needed to complete an intake Serving Walk-In Applicants within 30 minutes Ideally, all walk-in applicants will be offered to be seen by a worker within 30 minutes from the time they submit a completed application. The worker assigned to the intake will be the worker in the 11

12 highest position on the intake scheduling board who will be available within 30 minutes from the time the client submits a completed application. Appointments are scheduled in 15-minute increments. For example, if the first worker on the board is available for an intake within 30 minutes from the time the client submits a completed application, that worker will be notified of the appointment and the intake will begin at the start of the next 15-minute increment within that 30 minute period. If no workers are available within 30 minutes, the client will be offered the next available appointment on the scheduling board. If the applicant is unable to wait to be seen, they will be offered the next available Non-Peak prescheduled intake appointment, ideally the same day or the next day if possible. This is best accomplished by offering the client the next available pre-scheduled appointment time (as opposed to asking the client when they would like to be seen) because very often clients prefer to be seen during Peak Intake Demand times which we are trying to reserve for walk-ins. If there are clients who claim they reasonably cannot attend an intake during Non-Peak Intake Demand times (i.e. they do not have adequate transportation, their work hours conflict, etc.), the branch will accommodate the client with an intake during Peak Intake Demand times. 12

13 Note If the top worker is available in 30 minutes and the next worker on the board is available in 15 minutes, the intake will still be assigned to the top worker because they are able to meet the requirement to see the client within 30 minutes. Adjusting the Schedule if an Interview is Running Long If Client A s interview is running long... HSS3 1 contacts reception point Reception point confirms request Reception point moves Client B s interview to next available worker Add additional time for HSS3 1, in 15 minute increments Non-English Intakes Applicants whose primary language is not English (i.e. Spanish, Russian, etc.) should be offered the same level of service as those whose primary language is English. All applicants, regardless of language, should be offered the next available intake with the next available worker. If the next available worker does not speak the client s primary language, inform the client of this and ask if they are comfortable doing the intake anyway. If the client says no, attempt to assign the client to the next available worker who speaks their primary language. If there are no available 13

14 workers who communicate in that language, the client has the option to be assigned to the next available English-only worker using a Language Line translation service or to be scheduled at a later date/time with a worker who speaks their primary language. Note Just because a client prefers paperwork in a language other than English does not mean they cannot communicate effectively in English. Do not make this assumption. Ask questions to get more information in order to provide the client with the best possible service. Assigning Expedited SNAP-only intakes to HSS1s Available HSS1s who possess the necessary skills should be utilized to conduct SNAP-Only intakes each day. This not only maximizes the capacity of the intake board, it also provides experience for staff to use for promotional opportunities. Pre-Scheduled Intakes Pre-scheduled intakes occupy valuable space on the scheduling board and limit the number of walk-in (or phone-in) applicants that can be served. Pre-scheduled intakes also result in time consuming noshows which use up valuable time that staff could otherwise be using to get benefits to clients. As a result, this Model places a high emphasis on minimizing the number of pre-scheduled intakes offered to applicants. Pre-scheduled intakes are limited to 50% above the the invisible line and should be offered during Non-Peak demand times. Pre-scheduled intakes can be offered during peak demand only when there are unique circumstances which prevent the client from being seen during non-peak demand times. 14

15 In order to accommodate as many walk-in applicants as possible during your peak demand times, you will want to have as few pre-scheduled intakes as possible during those peak times. The way to accomplish this is to pre-schedule intakes during Non-Peak times whenever possible. Occasionally you will have a situation where an applicant can only attend during peak intake times. When this occurs, you can offer an intake during peak intake times but only as a last resort. Recommendations When offering pre-scheduled intakes, ask the applicant if they are willing to complete the intake over the phone. This prevents them from having to return to the office, arrange transportation/child care/etc. It also reduces the number of people in the lobby. Branches should delegate a primary scheduler whose role is to schedule all current business day intakes, and a secondary scheduler whose role is to pre-schedule all intakes for the next business day or later. This prevents double-booking. The Invisible Line : Limiting the Number of Pre-Scheduled Intakes Branches can offer pre-scheduled intakes on up to 50% of their invisible line on their intake scheduling board. In order to do this, you need to know your monthly branch intake demand. Once you have this figure: 1. Divide your monthly Branch Intake Demand by 20 (average work days per month). This will give you your average Daily Intake Demand; 2. Now, divide this by 7.5 (average work hours per day). This will tell you the number of HSS3 FTEs that are needed to meet your average Daily Intake Demand. 3. Multiply this by 50%. The result is the number of pre-scheduled intakes your branch should offer at any time on any given day. 15

16 Example: Monthly Branch Intake Demand = 1000 intakes per month Divided by 20 days = 50 intakes per day Divided by 7.5 hours = 6.66 HSS3 FTEs to meet this demand Multiply by 50% = 3.33 (round down = 3) You should not pre-schedule more than 3 intakes at any time on any day. Pre-Scheduled Intakes on the Scheduling Board Pre-scheduled phone intakes are placed on the intake scheduling board in the actual time slot when the intake is scheduled to occur, and remain on the board until the intake is conducted. Pre-scheduled in-person intakes are placed on the intake scheduling board when the client checks in for their appointment. If the client arrives early they are given the first available appointment. If the client arrives before their appointment time and cannot be given an earlier appointment time the prescheduled appointment time will be honored. If the client arrives any time after their pre-scheduled start time, they are given the next available appointment. Many branches have found it easiest to manage pre-scheduled appointments by adding pre-schedule lines (see example below). Branches have a limited number of pre-scheduled appointments at any one time. By adding the same number of pre-schedule lines and labeling them PS1, PS2 etc, all prescheduled appointments can be added to those lines. This has helped prevent pre-scheduling more intakes at one time than are allowed. Clearly marking the top two peak intake demand times also prevents accidentally pre-scheduling appointments during those times. Telephone intake appointments are moved up on the board to the worker in the highest position at the beginning of the day. All other appointments are left in the pre-schedule lines until the client arrives for their appointment and then they are moved to a worker on the board. 16

17 No-Show When a client does not show for their pre-scheduled phone intake, the worker who was assigned to the intake will communicate this to the scheduler within 10 minutes from the scheduled intake time so the 17

18 intake can be removed from the intake board and the worker can become available for another intake 15 minutes after the missed intake time. Each branch should have a clearly defined process for sending NOMI and narrating when a client is a No- Show for any pre-scheduled intake regardless of whether it was in-person or by phone. If a No-Show client calls the branch to request a new intake appointment, the scheduler will attempt to connect the client with an available Cold-Caller (see Cold-Caller below) or HSS3 for immediate service before pre-scheduling another intake. The Cold-Caller One of the most effective ways to maximize the capacity of the Non-TANF intake board is by minimizing the number of pre-scheduled intakes through strategically cold-calling applicants on the telephone and completing their intake before they ever need to be pre-scheduled. In the past, clients who submitted applications via CAPI, EDMS, mail, drop-box, etc. were immediately pre-scheduled on the intake board. Each of these pre-scheduled appointments occupied valuable space on board that could not be offered to a walk-in applicant which created the need for additional prescheduling. Also, many of these pre-scheduled intakes resulted in No-Shows which caused additional work for staff. To remedy this, the Cold-Caller position was created. The role of the Cold-Caller is to contact all clients who apply for benefits using a method other than inperson (i.e. CAPI, EDMS, mail, drop box, , or hand delivered by someone other than the actual applicant) by attempting two phone calls at strategic times of the day with the goal of completing the intake over the phone. The Cold-Caller will attempt to process these applications on a Same-Day/Next- Day basis. The Cold-Caller process helps the branch deliver timely service to customers and minimizes the number of pre-scheduled intakes. 18

19 At least one Cold-Caller is needed daily however branches need to allocate as many Cold-Callers as necessary each day to meet their daily demand. Cold-Caller positions are located on the lower half of the intake scheduling board. In a healthy functioning model, Cold-Callers successfully contact and complete upwards of 75% of the clients they call. This results in a significant reduction in the number of clients who need to be prescheduled for intakes as well as a significant increase in the number of clients receiving benefits sooner than they would if they had to wait several days for a pre-scheduled intake. It also means support staff can spend more time doing work other than pre-scheduling intakes. Addressing Daily Demand In order to process applications on a same day/next day basis, branches need to know their average daily demand. Branches also need to use metrics to establish a standard average daily number of applications that a Cold-Caller can reasonably be expected to contact and/or complete in a day. Branches need to adjust the number of Cold Callers on a daily basis to meet daily demand. Daily demand includes all applications at the branch at the beginning of the day and the applications anticipated to be received throughout the day. Locating Applications The Cold-Caller is responsible for initiating contact with all CAPI and EDMS applicants on a Same- Day/Next-Day basis. Every day, the Cold-Caller accesses EDMS and the unassigned CAPI queue to determine which applications need to be processed. 19

20 Contacting Clients The Cold-Caller is responsible for cold-calling clients two times with at least one call being made during the client s preferred time. When the client is reached, the Cold-Caller offers to conduct an eligibility intake right then and completes the intake over the phone. When the Cold-Caller reaches a client, the appointment does not go on the schedule board. The Cold-Caller will leave a standardized message with clients they were not able to connect with. This gives the client time to prepare for the second call and increases the likelihood the client will answer the phone. Ideally, the second call is made approximately 3 hours after the first call in order to give the client time to receive the message and manage their circumstances so they can be in a comfortable environment and prepared for the second call (and hopefully an interview). The following standard messages are examples that branches can use and customize: First call: Hello, this is (name) calling about your application Sorry, I missed you. I will call you back (Later this morning, this afternoon, around 2:00, within this hour, etc.). If you receive this message before I call back, you can call (phone number) and ask for. Second call: Hello, this is (name) calling again about your application. Please call our office at (phone number) so we can schedule an appointment for you. If the client does not call back by (time), send them an appointment notice. Example of a message outside of client s preferred time: Hello, this is (name) calling about your application I thought I would take this chance to reach you. I see that you requested a call in (am, pm, etc.). I will try you again during that time. 20

21 If the Cold-Caller is unsuccessful in contacting the client by phone (after attempting two phone calls), the application is forwarded to the scheduler for a pre-scheduled intake appointment. If the application was received via CAPI, it needs to be moved from the unassigned queue to a designated scheduler s queue. Scheduling When the scheduler is notified of which clients the Cold-Caller was unable to reach, they can begin scheduling appointments. If the scheduler calls the client to reschedule and reaches the client, the scheduler should ask if the client can do their benefits interview immediately with a worker. If the client is available, the scheduler should be connected with the Cold-Caller for a benefits interview. If the Cold-Caller is not available, the client should be connected to the next available worker who is able to take the call right away and complete the benefits interview. If no workers are available in the next few minutes, the client should be given a pre-scheduled appointment. This reduces the number of prescheduled intakes and eliminates. If the scheduler is unable to reach the client, a message can be left with the appointment information and needs to be narrated. If the scheduler is sending appointment notices by mail, the appointment should be at least 4 days out in order to allow time for the client to receive the notice. Clients Calling the Office After the Cold-Caller Leaves a Message Conducting a benefits interview while a client is available minimizes pre-scheduled intakes and maximizes the board. When a client calls the office because the Cold-Caller was unable to reach them, the client should be connected to the Cold-Caller for a benefits interview. If the Cold-Caller is not available, the client needs to be connected to the next available worker who is able to take the call right away and complete the benefits interview. If no workers are available in the next few minutes, the client should be given a pre-scheduled appointment. 21

22 Assigning Walk-In Intakes The Cold-Caller and the Worker of the Day (see Ongoing Paperwork Model) have specific work assigned to them and should be assigned walk in intakes only when no other HSS3s are available within 30 minutes. The Cold-Caller is not protected from walk-in intakes. Recommendations When cold-calling on a day other than the preferred day, skip that application and put it back into the appropriate area of containment. If the first call is made in the afternoon (i.e. for a CAPI that came in at 3:30pm), the second call should be made the following morning by the next day s Cold-Caller. This allows the client the recommended 3 hours to prepare for the call. When both standardized messages include a branch phone number instead of a worker s phone number, it allows the client to talk to someone who can connect them with an available worker if the Cold-Caller may be unavailable. It also keeps clients from calling back at a later date and leaving a message for someone who is no longer the Cold-Caller. 22

23 CAPI / EDMS Base Process Mapping Models CAPI Base Process Mapping Model CAPI Electronic application retrieved daily HSS3 accesses the CAPI unassigned Que HSS3 attempts to contact client via phone Did HSS3 make contact via phone and Client agrees to interview? Yes HSS3 does intake while they have client on phone Enters appointment into Electronic Intake Appointment Log Follows typical branch process for cases with completed intake No Narrates client contact and preferred appointment time Application is moved back to scheduler s Que after second call Scheduler sends client appointment notice and enters the appointment on the Electronic Intake Appointment Log Follows typical branch process for scheduled cases EDMS Base Process Mapping Model EDMS Application retrieved daily HSS1 retrieves EDMS application, prints the cover page and page one HSS1 files in the cold caller intake bucket HSS3 attempts to contact client via phone Did HSS3 make contact via phone? Yes HSS3 does intake while they have client on phone Follows typical branch process for cases with completed intake No Narrates client contact and preferred appointment time Application is moved back to scheduler s bucket after second call Scheduler sends client appointment notice Enters appointment into Electronic Intake Appointment Log Follows typical branch process for scheduled cases 23

24 TRACS Narrative Guide NARRATIVE HEADING: The type of narrative (SNAP recertification, TANF redetermination, etc.), clearly labeled to be easy to find in TRACS. SITUATION: The circumstances that brought the client(s) in: include items such as date of request, filing date, interview date, program(s) applying for, alternate formats, expedited criteria. HH COMP (EXPLAIN FILING GROUP): Who is in the household, who is in the filing group and why (i.e., who must apply together, who can apply separately, who can t apply together)? Should also include authorized rep/alternate payee, anyone pregnant and due date. NONFINANCIAL ELIGIBILITY: Nonfinancial eligibility for the program(s) applying for: Include items such as ID, SSN, residency, citizenship, alien status, student status, OFSET status, JOBS status, job quit/reduction, disqualifications, fleeing felon, disability, child care situation, tribal members, medical coverage. DEPRIVATION: Deprivation for MAA, MAF, and TANF (continued absence, name(s) of child (ren) and their absent parent(s), amount of visitation at child s home, at absent parent s home, PWE, under or unemployment, incapacity, death). FINANCIAL ELIGIBILITY: Income: Earned, unearned, excluded, calculation, pay stubs/verification used, self-employment; results of screen checks; if no income how they are meeting basic needs; NC1/NC2 calculations; resources; pursuing assets; good cause; cat el. DEDUCTIONS: Shelter, utilities, medical deductions, child care costs, court ordered support. ELIGIBILITY DECISION: Decision for each program and person (approved, pending, denial); Notices sent; Length of certification; Reporting system; Referrals. 24

25 Branch: Date: Assessor(s): Non-TANF Intake Model Branch Assessment GENERAL # Y/N Key Component Observations/Comments Recommendations 1 A Scheduling Board is used. 2 Non-TANF appointments are available Monday through Friday and during all open hours. 3 All HSS3s are on the scheduling board and are rotated daily (with the exception of the stationery WOD if branch has opted for this). 4 Available HSS1s trained to determine eligibility for SNAP only are on the Scheduling Board and rotated daily. 5 All HSS3s are available for Non- TANF intake appointments including the Cold-Caller and the Worker of the Day. 6 Intake times allocated for appointments are booked in 15 min increments with the colors recommended below indicating 25

26 # Y/N Key Component Observations/Comments Recommendations appointment type: 30 min/1 program, no income (green); 45min/1 program with income (blue); 60 mins/2 programs (yellow); 75 min/3 programs (brown); 105 min/tanf Mandatory (orange). Unavailable time (red); With client/non-intake or recertification (black); Additional time needed to complete intake (bright green) 7 If a request for additional time interferes with another intake assigned to the same worker, the other intake will be assigned to a worker in a lower position on the board. 8 Intake times include completion of the following activities: Taking the client to worker s desk Reviewing and updating screens 26

27 # Y/N Key Component Observations/Comments Recommendations Reviewing the application Interviewing the client Determining eligibility Narrating on TRACS Issuing benefits Issuing notices Filing as needed 9 All intakes are captured on an Intake Log (Excel, Siebel, Citrix, etc.) 10 Reception owns the Scheduling board and a Scheduling Board Point (expert) is assigned to facilitate scheduling changes or resolve scheduling issues. 11 Lunches and Breaks are staggered for HSS3s in order to maximize available appointment times. 12 HSS3s are available during their entire work shift. 13 HSS3s are not blocked off the intake board at any time during their work shift, with the following exceptions: The top workers on the board can (with manager approval) be blocked for the last hour of their work 27

28 # Y/N Key Component Observations/Comments Recommendations days; Unit meetings; Trainings; Breaks and Lunches (Note: HSS3s are not blocked off the board for huddles). 14 Branch has collected metrics to identify its Non-TANF intake demand. 15 The scheduler attempts to contact clients by telephone. If the client s voice mail is reached, the scheduler leaves the prescheduled intake information on the client s voice mail. If the client is reached, the branch scheduler offers an immediate intake first with a cold caller and, if not available, an available HSS3. If neither is available to do the intake, or if the client is unwilling to be served immediately, the scheduler offers the next available non-peak prescheduled intake appointment. 16 When the scheduler narrates appointment information when leaving a message for the client with pre-scheduled intake information. 28

29 # Y/N Key Component Observations/Comments Recommendations 17 Branch has collected metrics to identify its daily peak intake demand times. 18 Branch has established an agreed upon narrative format that all workers use. 19 Applicants whose primary language is not English should be offered the same level of service as those whose primary language is English. All applicants, regardless of language, should be offered the next available intake with the next available worker. PRE-SCHEDULED INTAKES # Y/N Key Component Observations/Comments Recommendations 20 Pre-scheduled phone intakes are placed on the intake scheduling board in the actual time slot when the intake is scheduled to occur. 21 Pre-scheduled in-person intakes are assigned to a worker on the intake scheduling board only after the client checks in for the appointment. 29

30 # Y/N Key Component Observations/Comments Recommendations 22 If a client arrives early for a prescheduled in-person intake, they are given the first available appointment on the scheduling board. 23 Branch is pre-scheduling intakes during Non-Peak Intake Demand times unless accommodating unique client needs. 24 Using metrics, the branch has determined its Invisible Line based on average monthly branch intake demand. 25 Branch is not pre-scheduling intakes with more than 50% of HSS3s above the Invisible Line. 26 Branch is ensuring that all prescheduled intake appointments are honored at the pre-scheduled intake time whenever clients check in at, or prior to, the intake time. WALK-IN INTAKES # Y/N Key Component Observations/Comments Recommendations 27 Walk-in applicants are offered to be seen by the worker in the highest position on the board who is available within 30 minutes from the time the client submits a 30

31 completed application. If there are no appointments available within 30 minutes, the client is offered the next available appointment on the board. 28 If the walk-in applicant declines the first available intake time offered, the branch will offer the next available non-peak prescheduled intake appointment. NO-SHOWS # Y/N Key Component Observations/Comments Recommendations 29 If a client does not show up for a pre-scheduled phone intake appointment, the worker is notifying the scheduler within 10 minutes from the time it has been determined to be a no-show. 30 The branch has a process for sending a NOMI and narrating when pre-scheduled clients do not show for their appointment. 31 Support Staff processes 30-day SNAP denials whenever possible COLD-CALLERS # Y/N Key Component Observations/Comments Recommendations 32 Applications received by the branch in a manner other handdelivered by the applicant (i.e. 31

32 # Y/N Key Component Observations/Comments Recommendations CAPI, EDMS, Mail, Drop-Box, FAX) are given same-day/nextday service by the Cold-Caller(s). 33 Using metrics, the branch has determined its average daily demand of Cold-Caller applications. 34 Using metrics, the branch has established a standard average daily number of applications that a Cold-Caller can reasonably be expected to contact and/or complete in a day. 35 Every morning, the branch delegates the number of Cold- Callers needed to successfully contact and/or complete the intakes for all Cold-Caller applications in the branch as well as the applications that are anticipated to be received throughout the day. 36 When a client returns a phone call left by the Cold-Caller, the person who answers the call is attempting to connect the client with a Cold-Caller to complete the intake over the phone. If a Cold-Caller is not available to complete the intake, the call is 32

33 # Y/N Key Component Observations/Comments Recommendations connected to the next available HSS3 who can take the call right away. 37 Cold-Caller leaves a designated branch phone number each time they leave a message so the client has the opportunity to call the office back. 38 Cold-Callers are identified on the intake board by a color or other notation. 39 Cold-Caller is assigned walk in intakes when no other worker is available. 40 The scheduler contacts the client by phone and puts client through to the Cold-Caller or another available worker instead of prescheduling if the client has time for a benefits interview. 41 Cold-Callers will attempt at least one contact during the client s preferred time. 42 Cold-Callers allow 2-4 hours between the first and second call attempts. 43 Branch has established standardized messages that all Cold-Callers consistently utilize when they reach the client s voice 33

34 # Y/N Key Component Observations/Comments Recommendations mail. 44 After making two attempts to contact client without success of connecting, the Cold-Caller refers the application to the branch scheduler for pre-scheduling. 45 If the branch scheduler is mailing an appointment notice, they are allowing a minimum of four days for the client to receive the notice. 46 Applications handled through the Cold-Caller process are not entered on the intake scheduling board. 47 All CAPI applications are being moved out of the unassigned queue after attempts to contact client have been made. 48 Client contact is attempted the same day applications are received. 49 Pended and/or completed applications are moved out of the unassigned CAPI queue. 50 Line managers are checking in at least once a day with each HSS3 and CM at their work space. Line manager then adjust the number of WODs midday based on the 34

35 # Y/N Key Component Observations/Comments Recommendations amount of WOD work that still needs to be completed. 35