State of Connecticut. Department of Social Services. Department of Administrative Services Bureau of Enterprise Services and Technology

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1 State of Connecticut Department of Social Services Department of Administrative Services Bureau of Enterprise Services and Technology Title: ConneCT - Modernization of Client Service Delivery Category: Data, Information, and Knowledge Management Contact: Louis Polzella, DSS IT Director, louis.polzella@ct.gov Initiation Date: September 18, 2008 Completion Date: July 8,

2 EXECUTIVE SUMMARY The State of Connecticut Department of Social Services (the Department) provides a broad range of services to elderly persons, persons with disabilities, families, and individuals who need assistance in maintaining or achieving their full potential for selfdirection, self-reliance, and independent living. It administers more than one-hundred legislatively-authorized programs and approximately one-third of the entire State budget. The Department administers most of its programs through twelve offices located throughout the State with central office administration located in Hartford. In addition, many services funded by the Department are available through community-based agencies. The Department has also out-stationed employees at participating hospitals, nursing facilities, and Federally Qualified Health Centers. Historically, consumers have been faced with barriers in accessing, and being efficiently served, by the Department. In addition, as a result of the Great Recession, there was a dramatic increase in demands for assistance for the Department s programs. With the Department relying on a twenty (20) year old legacy eligibility system coupled with obsolete telephone systems and a flood of hard copy applications and verifications, it was clear that a strategic investment in technology was needed to restore effective client service delivery. In September 2008, the Department embarked on a Modernization of Client Service Delivery Project, branded as ConneCT. The ConneCT solution, implemented in July 2013, is comprised of the following components: Internet-based Client Access and Web Services, Document Scanning and Work Flow Management, Integrated Voice Response (IVR), and Call Center Services. Currently, on a typical day, 11,162 customers call the centralized ConneCT toll-free number. Almost 50 percent are serviced effectively via the IVR without needing to pound out to speak to a Call Center worker. The remaining customers are added to the call queue where they can be fully serviced from a simple change of address to a complete SNAP phone interview. With the addition of staff and fine tuning of the call center, the average wait times are dropping into the minute range. At launch of ConneCT, the Department had on hand some 200,000 pieces of unprocessed of work. Currently, there are fewer than 3,000. In addition, the Department has significantly improved the timeliness of its application processing. Since implementation of ConneCT, the following are some key metrics: 59,031 Online My Accounts have been established 43,701 Pre-screenings have been completed 104,383 Phone accounts have been established 331,897 Calls completed by Call Center workers 3,854,526 Documents scanned and indexed into the worker portal 21,524 Online applications received (soft roll-out) 2

3 BUSINESS PROBLEM and SOLUTION DESCRIPTION Simply put, the Department needed to invest in technology to meet the ever increasing demand for benefits and service from its customers. The key enterprise business drivers for the ConneCT project were as follows: Provide Improved Client Access. Provide Better Quality Outcomes. Provide Enhanced Customer Service. Reduce Costs. Provide a Technological Framework for the Future. The following are the key strategies/solutions that the Department implemented to accomplish the modernization priorities, thereby meeting the business drivers/needs: Web-based Services, Integrated Voice Response (IVR), and Document Management to facilitate access to DSS services at any time and from anywhere. An automated workflow system that manages electronic documents An updated phone system, utilizing IVR functionality, which provides clients with access to case status information and that answers commonly asked questions, thereby reducing the need for the customer to interact with a worker. A secure, client-accessible web-based preliminary screening process (self-service) to identify potential program and benefit eligibility A secure, client-accessible web-based process that will provide the ability to submit an application or redetermination. A secure, client-accessible web-based process for reporting customer account changes. A robust document management system to eliminate the transfer of paper case files between offices. This component provides workers the ability to process transferred cases in a timely manner and reduces phone calls from clients about the status of their case. An electronic customer case file that can be viewed by all authorized DSS staff simultaneously that will increase on-the-job efficiencies such as quality monitoring and problem resolution. In addition, the electronic case file greatly reduces the need to store case record documentation at the regional offices and at the archived facility. This results in additional office space becoming available as well as increasing productivity and reducing cost. A new worker portal that simplifies the case workers processes, thus allowing workers additional time to complete cases/tasks. A new worker portal that provides the ability to develop more flexible agency staffing options, such as call centers and staff dedicated to processing case work. 3

4 The following bullets describe in more detail the three specific components of the ConneCT solution: Web Services o Customer access to program and benefit information (TANF, SNAP, Husky A and B, Medicaid, Charter Oak, State Supplement, and SAGA) through webbased content and My Account functionality. o Security protocols to ensure appropriate levels of customer information confidentiality and access control. o Web services in both English and Spanish. o Web services that are ADA compliant. o Ability for customers to apply, renew, and report changes for all Department programs and services o Ability for customers to upload verifications. IVR / Call Center o Designed and implemented an enterprise state of the art IVR and Virtual Call Center utilizing VoIP technology o Offer the same data available via web-based My Account through the IVR phone account system. o Implementation of a single customer toll-free number to the IVR / Call Center that significantly reduced the volume of customer calls to the Regional and Central offices. o Voice and Customer Service Representative (CSR) services in both English and Spanish. o Voice (Telephone Typewriter or TTY) services to the deaf and hearing impaired. o Installation of Call Center Boards in the three virtual call center locations for use by the Department to manage customer call volume and wait times. o Robust call center reporting to develop, manage and improve CRS performance. Document Management and Workflow o Contracted with a CT vendor to build and implement a document scanning system that virtually eliminated all paper (hard copy) documentation collection and retention. o Using IBM FileNet, implemented a system to scan, index, and manage documentation by cross linking to a customer s case and storing them electronically through a central medium that all authorized personnel can access an electronic case file 4

5 o Automated workflow where case-related tasks can be assigned and monitored electronically. SIGNIFICANCE First and foremost, the ConneCT project is extremely significant to the almost 850,000 customers that the Department serves on an annual basis. The Department is a six (6) billion dollar agency with over a hundred (100) benefit programs. The Department serves some of the neediest people in Connecticut. The ConneCT project to modernize the Department s delivery of services was important from three key perspectives. One, to provide better access to the Department including the ability for our customers to self-serve and get information/benefits they need in the most efficient and effective manner. Two, provide the Department s front line staff with new tools to be able to better serve our customers. A great example of this is the creation of an electronic case file. Case workers would spend inordinate amounts of time managing paper documents including standing at a copier for hours copying customer verifications for the hard copy file. With the implementation of the electronic case file, they are no longer copying or worrying about lost paper, etc., and now have more time to process actual case work/tasks in the eligibility system. Second, the Department is required by federal and state regulations to meet specific timeliness standards in regards to the issuance of benefits to its customers. Failure to meet the timeliness standards eliminates the availability of federal bonus awards and grants as well as puts the Department in jeopardy of being sanctioned or even sued in court. With the implementation of ConneCT, the technology tools for both our customers and our staff have increased the Department s ability to get case work performed which has resulted in better timeliness rates. Lastly, working with our partners at the Department of Administrative Services Bureau of Enterprise Services and Technology, the ConneCT project was the first to implement two (2) enterprise solutions, that is, the IBM File Net solution and the Avaya IVR/Call Center solution. With the successful implementation of these technologies at the CT State Data Center, all CT Executive Level Agencies have the ability to utilize/customize the solution to address their specific needs and requirements. BENEFIT of the PROJECT The benefits derived from implementing the Modernization of Client Services are both tangible (in which case cost savings are identified) and intangible. TANGIBLE BENEFITS Tangible benefits are those that can reasonably be quantified and estimated for the ConneCT project. 5

6 Document Management /Workflow Verification documents are collected once for all programs reducing time and effort and inconsistencies. Savings is measured by the time spent copying, imaging and tracking verification documents initially, ability to easily locate documents and the time spent identifying the need for documents that have already been submitted by the client or time spent rectifying inconsistencies. o $2,610,000 / year in worker time saved. Verification documents can be sent in directly by customers by FAX or electronic mail, reducing time spent meeting customers to obtain these documents and time spent copying and imaging these documents. Estimated time reduction 20% o $870,000 / year in worker time saved Paper-based documents associated with a case, other than the initial verification documents, are captured from the source document thus eliminating the need for making paper copies or tracking the locations of specific documents associated with a case or the actual case files. This electronic case file eliminates time spent making copies of documents, filing physical cases, transferring case folders within or across offices, and eliminates search time for lost files. o $1,218,000 / year in worker time saved Workflow streamlines the process of collecting prescreening and application information and reduces the amount of time caseworkers previously spent doing clerical work. o $348,000 / year in worker time saved Tangible Web Service Benefits Customers are able to easily access documentation and forms based on their program qualification and needs thus eliminating many calls into field offices. o $125,000 /yr. Customers are able to fill out application and eligibility redetermination forms online, and receive instructions on verification documents required, thus reducing the number of interviews and callbacks required to complete the process. o $522,000 / yr. Customers are able to report changes in circumstance such as address changes, and receive instruction on verification documents required, reducing the need for calls or meeting with caseworkers. o $870,000 / yr. Customers are able to receive automated information on the status of applications, redeterminations, and change requests as well as receive confirmation of receipt of verification documents submitted. This functionality significantly reduced customer 6

7 voic messages to staff and virtually eliminated unsuccessful callback attempts by workers. o $348,000 / yr. Tangible IVR / Telephone Service Benefits Customers can request information or clarification to notices and letters, using automated prompts or by speaking with agents in call centers, eliminating many calls and visits into field offices. o $289,989 / yr. Customers can report changes of address and provide updated information affecting their eligibility status, and receive information regarding verification documents that may be required, by using automated assistance or by speaking with agents in call centers, eliminating many calls and visits to the field offices. o $761,750 / yr. Customers are able to receive automated information on the status of applications, redeterminations, and change requests as well as receive confirmation of receipt of verification documents submitted. This functionality significantly reduced customer voic messages to staff and virtually eliminated unsuccessful callback attempts by workers. o $289,999 / yr. Intangible Benefits Timeliness of application processing is improved and more in line with federal requirements Improvement in the quality of work life for Department workers on numerous levels Facilitates more accurate pre-screening of cases for multiple programs Improves program accessibility for customer by reducing the number of times an office must be visited Allows any number of outside entities (CAP agencies, non-profits, neighbors, DSS contractors, etc.) to act as an advocate for potential Department customers Level-sets the expectations of potential customers due to prescreening eligibility calculations in the web services component Reduction in error rates and erroneous payments as a result of timely handling of customer changes in circumstances, on-line editing, early error detection, and more rapid collection of pertinent customer documentation Furthers the Department s One-Stop model Improves the image of Department to the general public Reduces the potential for future litigation Furthers the state s overall e-government initiatives 7