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Process Management SOPs

Acronyms: #

BPS: Benefit Program Specialist (Formerly CIS) or Benefit Program Supervisor

BPT:  Benefit Program Technician

CC:  Child Care Subsidy

C!A: Change and Innovation Agency (FSD Partner)

CSC:  Customer Service Center

FCR: First Contact Resolution

FSD:  Family Support Division

MHABD:  Non-MAGI medical (MO Healthnet for the Aged, Blind or Disabled)

 

Terms to Remember: #

Access Point: The avenue in which a participant chooses to interact with FSD: Lobby, Non-Lobby, Phones.

First Contact Resolution: Eliminate repeat touches on applications and cases by completing casework from a “one and done” perspective. Using interviews, three-way telephone calls, all electronic verification sources, collateral contacts, and client statement to achieve same day processing.

Current™:  Management and Task Tracking Tool

Get Next:  Get next is a Current function that allows tasks to be served to workers based on workload size and system thresholds that are put in place by FSD Leadership to ensure program timeliness for all FSD programs. For the worker, this just means their case assignment may not be known until they hit the get next button to claim the next application/case in the queue. The Get Next functionality will be set in place for all front-line eligibility staff and only serves them work they are able to complete by their user profile and skillset.

Keying As You Go:  BPTs capture all information during the interview and enter that information in FAMIS or MEDES as appropriate.

Lobby Access Point: Participant being served by the BPS in a physical office aka Resource Center.

Missions:  Primary and Secondary Assignments of tasks to be worked by BPT/BPS.

Non-Lobby Access Point: Participants who are not walk-in traffic, nor calling via phone. The participant’s documentation received by drop-off, fax, mail/email, and online aka Processing Center.

Phone Access Point: Participants who call FSD.

Process Management: Provides participants of all programs delivered by FSD a streamlined and efficient work process.

Scheduled Appointment Access Point: Participants who require an interview and who have been sent a notice scheduling the interview.

 

Overview and Purpose #

The Missouri Family Support Division (FSD) is responsible for the administration of programs and services to help empower Missourians to live safe, healthy, and productive lives. To serve our fellow Missourians in the most efficient and effective way possible, FSD has adopted several Process Management principles. The goal of these principles quite simple. Our clients need the services we provide, and some of those clients are in very desperate situations. The longer the client must wait for those services, the more likely he or she will call, email, or visit our offices to check on the status of their case. Each of these interactions adds to the agency’s workload and diverts our resources away from eligibility determination to researching and responding to questions. This inefficiency only further delays our ability to complete processing. The solution is obvious: if we can provide the client benefits more quickly, many of these interactions can be eliminated, and we can operate more efficiently. This advances the needs of not only the client who is awaiting benefits, but also the agency, which now has the capacity to serve more clients.

This handbook provides Standard Operating Procedural (SOP) instructions for processing eligibility work for people who live in Missouri who have applied for or are receiving benefits through the Missouri Family Support Division. The procedures are based on Process Management principles and are designed to make work processes efficient and streamlined. This handbook focuses on SOPs for all FSD positions and provides instructions for using the Current™ Workload Management Tool for tasking and workload assignments for all FSD staff.

The Process Management SOP is based upon outcomes from the Missouri Process Design Team, in partnership with the Change and Innovation Agency (C!A). All Missouri FSD employees follow this Process Management SOP.

 

Process Management Concepts #

This section provides an overview on general Process Management concepts. Specific processes for staff positions are presented later in the Process Management SOP.

The Process Management Principles are:

 

Reducing Customer Interactions #

  • Reduce Rework
  • Consistent use of the eligibility tools and standard business practices allow the Agency to eliminate elapsed time, batches, bottlenecks, and backlog.
  • The Process Management Tools are designed to foster consistency and eliminate rework to make more efficient and accurate eligibility determinations.
  • Participant Choice
  • Triage all avenues of services.
  • Triaging is the process of sorting and prioritizing work coming into the office based on a participant’s need for service(s).
  • Triaging allows the FSD to link the participant with the staff best qualified to handle the case. Processes such as helping people on a first-come first-serve basis, scheduling appointments, approaching interviews without regard to the program or complexity of the case, are examples of practices that dismiss participants’ needs and add additional unnecessary processing.

 

FSD Consistency Tools #

The following Consistency Tools have been developed by the Process Management design team to be implemented for the new Process Management Models:

What are the tools? Why and how should the tools be used?

  • Process Management Standard Operating Procedures (SOP)
    • Purpose: The Process Management SOP has been developed so all FSD staff have one consistent message for statewide FSD processing procedures, providing guidance for all staff, including BPA/SOSA, Benefit Program Technicians, Benefits Program Specialists, Benefit Program Supervisors, Office Program Coordinators, and statewide Program Managers. Because Missouri FSD works in a statewide tasking system, it is important staff provide consistent eligibility determinations to all FSD applicants and recipients (participants). With consistency, each time a worker touches a case in FAMIS and/or MEDES, they know the previous worker followed processes in this procedural guide.
  • Verification Matrix
    • Purpose: The purpose of the verification matrix is to provide a format of consistency and confidence, statewide, throughout Process Management. Standard verification procedures were developed to provide responsive, accurate, and timely services to participants applying for benefits or re-certifying their eligibility. The focus is placed on achieving consistent and appropriate practices, reinforcing consistent verification procedures, reducing unnecessary over-verification, and shifting the burden from the participants being the only ones to provide verifications. The verification requirements are more efficient and accurate when processing cases if all staff are using the verification matrix. When used properly, this guide will ensure staff are only requesting verifications that are required by specific program policy. In addition, if staff trust the accuracy of information being requested, they will not feel the need to rework the case.
    • How should this tool be used? Staff should refer to the verification matrix routinely, on every case, when appropriate. The verification matrix provides reassurance to staff that everything needed to make an eligibility determination was provided or requested by the previous BPT who last worked the case. Staff using this matrix have higher first touch completion rates, as they do not pend for information that may not be required, or they have access to.
  • Interviews and Application Processing (Intranet IM Resources/SNAP Interview Checklist):
    • Purpose: IM Resources provides consistency throughout the application or review process for all programs. By filtering IM Resources by ‘Interview/App process’, BPTs/BPSs can see all FAMIS screens in the controlled flow order.  Using the program filters on IM  Resources ensures BPTs/BPSs ask or address only the questions necessary to determine eligibility at the first IM  Resources is a standard guide, there are times BPTs/BPSs need to ask follow-up questions if statements by the participant differ from what was provided on the application or renewal form
    • Why is this tool used? The BPTs/BPSs are required to use IM Resources when working on applications and case actions. These resources detail questions that are relevant to the program(s) the participant is applying for and helps provide consistent interviewing and processing.
  • Interview Checklist:
    • Purpose: The interview checklist ensures all essential aspects of the interview have been captured.
    • Why use this tool? The checklist is required for all non-medical interviews. It should be uploaded to the ECM as a standalone document after it is completed.
  • Current™ Tasking and Reporting/Workload Management Tool:
    • Purpose: Current™ tasks are to be utilized as tools to help management effectively manage their process and workload. Current™ can be used simultaneously to manage workloads and provide real time data for supervisors and managers. The management of this real time data allows Supervisors and Managers to make decisions and adjustments on the spot, and effectively allocate staff resources. Real time data gathering provides the Agency with a better understanding of the volume of work to identify trends and develop plans to move staff, when needed, to higher volume workloads, thus better managing the work in real time. Current™ tasking and reporting also shows how much work is being completed and how quickly, giving management the opportunity to identify how much time it will take to complete the unprocessed work timely. Current™ reports can also be utilized for management to see how effectively staff are working and if they are managing their time on critical tasks and functions.
    • How should this tool be used? Current™ should be used as a management and tasking tool. Current™ workload and reporting can be broken down by the minute, hour, day, week, month, and longer. This tool should be used to capture the volume of work for each program and avenue of service and will calculate the time and resources needed to complete the work. As a workload management tool, it will identify trends such as peak times, slow times, impact of lunch time, training, etc., and should be used to identify when staff need to be moved for all programs and avenues of service. The tool is also helpful for analyzing completion rates by team, office, and statewide, as well as transaction times and utilization rates, and unprocessed
  • “Get Next” Functionality in Current™: Benefit Program Technicians who are working with the Current™ tasking system click “Get Next” in Current™. Get Next is a system function that allows tasks to be assigned to workers based on workload size and system thresholds put in place by FSD Leadership to ensure timeliness for all FSD programs. For the worker, this means their case assignment may not be known until they hit the Get Next button to claim the next case in the queue. The Get Next functionality will be set in place for all front-line eligibility staff and will only assign them work that they are able to complete by user mission and skillset. The Get Next functionality will not be used by the Phone Access Point. Cases within Current™ will be set by priority or hierarchy and sorted in the following order:
    • Express cases
    • All other transactions in descending order of age based on date

  • Add and Work Case: In some situations, a worker will need to add a task to Current™ then immediately claim or “Work Case” to process. This will most commonly occur through the Lobby or Phone access points.
    • Select “Add Case” from the Current™ left navigation.
    • Select the originating Office for the Lobby access point, or “Missouri” for the Phone access point (since Missouri is statewide with phones).
    • Add the participant DCN in the ID Number section, and then the first and last name, and phone number, and select the Add button. An activity and program box will appear.
    • Add the Activity (application, verification, etc.), then select the correct program for that application/annual recertification (SNAP/ADM, TA-CC, etc.).
    • Select “Apply,” and then “OK.”  The task should be ready to claim and the BPT can select Work Case at that time.

This “Add and Work Case” process will be used often by Phone staff. Once “Work Case” is selected, the Current™ tool will move to the “work the case” functionality in Current™.

 

Missions, Queues, and Access Points #

Within Current™, each employee is given assignments or “Missions” based upon their skills and the workload demands. Within these Missions, the work is divided into Queues and Access Points. Queues relate to several things, including the benefit program type, office location, and task category. Access Points refer to the method in which the work comes to the agency. This includes lobby visits, phone calls, non-lobby work and scheduled appointments.

The programs identified in Current™ are grouped as follows: TA and CC, SNAP and non-MAGI medical, MAGI, and specialized long-term care medical programs including Vendor Nursing Home, HCB, Division of Assets, and SAB/BP. Within these programs, queues may include case registration, processing an application, recertification, verification received, a reported change, or backlog casework. There are also several unique queues that are specific to a particular program.

It should be noted BPTs could be moved from their primary assignment to other types of work if the volume of work in other areas necessitates support. Because this could happen frequently, it is important for BPTs to know the processes related to all types of work they may be assigned to complete. Supervisors and managers control the work assignments of staff by adjusting their missions in Current™ or via automatic adjustments which are triggered as certain pre-determined thresholds are met. This allows the agency to quickly adapt to shifting priorities to efficiently manage the workload. A caseworker needs only to click “Get Next Case” on the Worker Dashboard to receive their next assignment as determined by their skills and the needs of the agency.

 

Registration #

Some BPTs will be assigned to work application registration tasks in Current™. BPTs who are working the registration queue will still follow the normal Current™ functionality processes and will use the “Get Next” button in Current™ for their assigned work throughout the day and will register and index applications.

 

Application #

The procedures for processing applications vary according to the access point. Some programs will require interviews, while others will not. The worker should follow the principles of First Contact Resolution and process the case to completion or are far as possible. The only time this would not be the case would be if the only action needed is for a program which requires an interview, and the participant cannot be reached. In that case, the outcome in Current™ would be marked as No Answer.

  • Non-lobby access point: Some BPTs will be assigned to work cases that have already been registered and indexed. The non-lobby caseworker will obtain the application task by clicking Get Next in Current™. Although SNAP applications will ordinarily be routed through the Phone access point, the Non-lobby access point may need to complete interviews for certain TA or CC If the application is for a program that requires an interview, the worker should follow the Cold Calling process:
    • Attempt to contact the participant with the phone number provided on the application.
    • Because participants may screen their calls and not answer initially, if the first call is unsuccessful the worker should attempt a second call in 2-5 minutes.
    • If a voicemail is received, follow the appropriate voicemail script located here.
    • If the participant can’t be reached, schedule an interview, send notice to the client, and mark the outcome as No Answer.

If the application does not require an interview, the worker will process the case as far as possible using the principles of First Contact Resolution.

  • Lobby access point: An FSD employee will meet the client and triage the client’s needs. The employee will provide the client with the expected wait time to meet with a worker and complete an interview, as well as the expected wait time for case processing by non-lobby staff if the client leaves. If the client chooses to stay and be seen, add the case to Current™. Depending upon office staffing and work assignments, the employee completing the triage may also complete the interview with the client, or a second employee may be responsible for the client interview. In larger offices, the triage may be completed by a BPA Greeter who would add the case to Current™ to be claimed by a BPT or BPS from the office Lobby queue. In smaller offices, the BPT/BPS will be responsible for both duties. In that case, the BPT/BPS would  Add and Work Case in Current™ . For additional details, please refer to the Lobby Desk Aid.

For clients who require an interview, follow the guidelines in IM Resources filtered by, “Interview/App Process”:

    • Inform the participant the interview could take 45 minutes or longer and ensure the participant has time to complete the interview.
    • Complete the interview.

If the application does not require an interview, the BPS should still work the case to completion in the presence of the client, using the principles of First Contact Resolution.

NOTE: Clients should be given accurate information about wait times so they may make an informed decision about whether to stay to complete their interview. In accordance with First Contact Resolution, the client should NOT be encouraged to leave if it is not his/her choice. The goal should be to resolve every client interaction to completion to avoid unnecessary future calls, emails, and visits which add additional processing time and ultimately reduce the agency’s capacity to manage the workload. Attempting to get the client out of the lobby as quickly as possible is rarely in the best interests of either the client or the agency.

 

  • Phone access point: SNAP applications are not added to Current™. Upon registration, the predictive dialer function of the Genesys phone software will auto-dial the participant on the following day. If the client answers, the call will be connected to a worker to complete the interview. In addition, a participant requiring an interview for other programs may initiate a call to FSD. The BPT should Add and Work Case in Current™ and follow the Guidelines in IM Resources filtered by, “Interview/App Process”:
    • Inform the participant the interview could take 45 minutes or longer and ensure the participant has time to complete the interview.
    • Inform the participant if they are disconnected, the BPT will call back and they should not attempt to call-in to complete their interview.
    • Complete the SNAP interview
  • Scheduled Appointment access point: If the client has requested a scheduled appointment, the task will serve to the worker at the appointed date and time. The worker will initiate the call to the participant.

 

Recertification #

The procedures for processing recertifications vary according to the access point. Only certain SNAP and TA cases require a recertification interview. For SNAP, the interview may be waived if all adult household members are elderly or disabled, there is no earned income, and the household has reported no change in circumstances (SNAP Elderly/Disabled Recertification Interview Waiver Tool). For TA, an interview is not required as long as the review application has been returned (FSD Policy Manual – 15.2 TA Reviews). In instances where an interview is completed, or is not required, the worker should follow the principles of First Contact Resolution and process the case to completion or are far as possible. The only time this would not be the case would be if the only action needed is for a program which requires an interview, and the participant cannot be reached. In that case, the outcome in Current™ would be marked as No Answer.

  • Non-lobby access point: Some BPTs will be assigned to work cases that have already been registered and indexed. The non-lobby caseworker will obtain the recertification task by clicking Get Next in Current™. Although SNAP recertifications will ordinarily be routed through the Phone access point, the non-lobby access point may need to complete interviews for certain TA If the recertification is for a program that requires an interview, the worker should follow the Cold Calling process:
    • Attempt to contact the participant with the phone number provided on the review application.
    • Because participants may screen their calls and not answer initially, if the first call is unsuccessful the worker should attempt a second call in 2-5 minutes.
    • If a voicemail is received, follow the appropriate voicemail script located here.
    • If the participant can’t be reached, schedule an interview, send notice to the client, and mark the outcome as No Answer.

If the recertification does not require an interview, the worker will process the case as far as possible using the principles of First Contact Resolution.

  • Lobby access point: An FSD employee will meet the client and triage the client’s needs. The employee will provide the client with the expected wait time to meet with a worker and complete an interview, as well as the expected wait time for case processing by non-lobby staff if the client leaves. If the client chooses to stay and be seen, add the case to Current™. Depending upon office staffing and work assignments, the employee completing the triage may also complete the interview with the client, or a second employee may be responsible for the client interview. In larger offices, the triage may be completed by a BPA Greeter who would add the case to Current™ to be claimed by a BPT or BPS from the office Lobby queue. In smaller offices, the BPT/BPS will be responsible for both duties. In that case, the BPT/BPS would  Add and Work Case in Current™ . For additional details, please refer to the Lobby Desk Aid

For clients who require an interview, follow the Guidelines in IM Resources filtered by, “Interview/App Process”:

    • Inform the participant the interview could take 45 minutes or longer and ensure the participant has time to complete the interview.
    • Complete the interview.

If the application does not require an interview, the BPS should still work the case to completion in the presence of the client, using the principles of First Contact Resolution.

NOTE: Clients should be given accurate information about wait times so they may make an informed decision about whether to stay to complete their interview. In accordance with First Contact Resolution, the client should NOT be encouraged to leave if it is not his/her choice. The goal should be to resolve every client interaction to completion to avoid unnecessary future calls, emails, and visits which add additional processing time and ultimately reduce the agency’s capacity to manage the workload. Attempting to get the client out of the lobby as quickly as possible is rarely in the best interests of either the client or the agency.

  • Phone access point: SNAP recertifications are not added to Current™. Upon registration, the predictive dialer function of the Genesys phone software will auto-dial the participant on the following day. If the client answers, the call will be connected to a worker to complete the interview. In addition, a participant requiring an interview for other programs may initiate a call to FSD. The BPT should Add and Work Case in Current™ and follow the guidelines in IM Resources filtered by, “Interview/App Process”:
  • Inform the participant the interview could take 45 minutes or longer and ensure the participant has time to complete the interview.
    • Inform the participant if they are disconnected, the BPT will call back and they should not attempt to call-in to complete their interview.
    • Complete the SNAP interview.
  • Scheduled Appointment access point: If the client has requested a scheduled appointment, the task will serve to the worker at the appointed date and time. The worker will initiate the call to the participant.

 

Verification #

Some BPT staff are assigned to work incoming verifications from hard copy applications that were not able to be completed to case determination during the interview or at the time of first contact by the BPT. BPTs working the verifications will need to follow the same process in Current™ and claim the “Get Next” button to receive the next waiting case from the verification queue.

  • After the worker clicks “Get Next,” they will be directed to the “work the case” screen in Current™ which will match the workers’ skillsets, queues, role, and mission.
  • If there are no other cases in critical status, the worker will Get Next from their primary mission in Current™, which in this case is the verification queue from a previously pended application.
  • Once the Get Next button is selected, the worker will be directed to work the case section in Current™.
  • The worker should now work the case in the eligibility system and use the submitted verification(s) to complete the case

Often, the participant will have not submitted everything that was requested to get the application completed, approved or rejected. To fully work the application after verifications are received, BPTs who are working in the verification queue need to follow the five steps of First Contact Resolution if everything was not submitted properly.

REMEMBER First Contact Resolution:

All BPTs and BPT staff should work all cases they touch as far as possible, with the goal being to complete the case so the participant does not have to call back or return verifications to receive their eligibility determination. First contact resolution steps are clearly defined and should be followed by all BPTs when processing cases in FAMIS and/or MEDES.

Updating the task in Current™: After the task is completed, the BPT will need to update the outcome of the case in Current™.

  • Outcomes usually consist of four options:
  • Approve
  • Deny
  • Pend
  • No contact
  • Updating Current™
  • The worker should still be on the “work the case” screen in Current™ and will update the outcome from the Current™ “worker dashboard” on the “work the case” screen in Current™.
  • From the “work the case” section on the worker dashboard, click the outcome vertical ellipsis (3 dots) next to each activity and program to update the task outcome.
  • Depending on the outcome of the case action, use the dropdown box to complete the case by choosing either approved, rejected, pended, or no contact.
  • If the case needs to be pended for more verification:
  • A popup screen will appear to pick a due date for the information requested.
  • Click the due date and click “apply.”
  • Add outcomes to all activities and programs if multiple activities were bundled together in Current™.
  • After the case outcome has been updated, click “Get Next” and begin work on the next case.

 

Change #

Some BPT staff are assigned to work changes reported by clients. BPTs working the Change Queue will need to follow the same process in Current™ and claim the “Get Next” button to receive the next waiting case from the verification queue.

  • After the worker clicks “Get Next,” they will be directed to the “work the case” screen in Current™ which will match the workers’ skillsets, queues, role, and mission.
  • If there are no other cases in critical status, the worker will Get Next from their primary mission in Current™, which in this case is the verification queue from a previously pended application.
  • Once the Get Next button is selected, the worker will be directed to work the case section in Current™.
  • The worker should now review the information provided by the client to determine if it should be acted upon, according to program policy and take appropriate actions.
  • All customer interactions must include all 5 First Contact Resolution Steps to achieve case decision.

The participant may supply information regarding a change in circumstances, but not provide the verification needed to make the change. To complete processing of the case, BPTs who are working in the change queue need to follow the five steps of First Contact Resolution if everything was not submitted properly.

REMEMBER First Contact Resolution:

All BPTs and BPT staff should work all cases they touch as far as possible, with the goal being to complete the case so the participant does not have to call back or return verifications to receive their eligibility determination. First contact resolution steps are clearly defined and should be followed by all BPTs when processing cases in FAMIS and/or MEDES.

Updating the task in Current™: After the task is completed, the BPT will need to update the outcome of the case in Current™.

  • Outcomes usually consist of four options:
  • Approve
  • Deny
  • Pend
  • No contact
  • Updating Current™
  • The worker should still be on the “work the case” screen in Current™ and will update the outcome from the Current™ “worker dashboard” on the “work the case” screen in Current™.
  • From the “work the case” section on the worker dashboard, click the outcome vertical ellipsis (3 dots) next to each activity and program to update the task outcome.
  • Depending on the outcome of the case action, use the dropdown box to complete the case by choosing either approved, rejected, pended, or no contact.
  • If the case needs to be pended for more verification:
  • A popup screen will appear to pick a due date for the information requested.
  • Click the due date and click “apply.”
  • Add outcomes to all activities and programs if multiple activities were bundled together in Current™.
  • After the case outcome has been updated, click “Get Next” and begin work on the next case.

 

Appointment #

The Appointment queue is only available through the Scheduled Appointment Access Point. It will be used when a participant requests an appointment at a specific time and date with an agency representative. When the scheduled appointment time arrives, Current™ will serve the task to a BPT or BPS whose mission includes the Appointment Queue. The worker will follow all the same processes that would normally be utilized in the Phone Queue or Lobby Queue for the client’s particular need. Note: As of the date of this writing, the Appointment queue is not yet active.

 

EBT #

Only in Lobby access point.

 

Backlog #

Backlog queues are older work. To be successful in eliminating backlog, it is important to prioritize the new work and process backlog once the daily work is completed. By splitting the work in this way, the phone calls and client interactions are reduced, and both the daily work and the backlog work can be accomplished. As the process management concepts are followed, the backlog will continue to be reduced and these queues will no longer be necessary. The backlog queues are separated by program area and consist of pending work in each of those areas. SNAP consists of two backlog queues which are separated as follows:

NL Backlog SNAP1 – This queue includes pending SNAP changes.

NL Backlog SNAP2 – This queue includes pending mid-certification reviews.

 

Unique Queues #

Most tasks in Current™ are included in every program type. There are however a handful of unique queues that are specific to a single program. These unique queues are as follows:

TA-CC

NL CC PROVIDER AUTH: This queue is used by childcare provider authorization staff

SNAP/ADM

NL MID CERT: This may be the most common of the unique queues. It is used for SNAP mid-certification reviews.

NL SPENDDOWN: This queue is used by staff responsible for spenddown determinations for certain non-MAGI medical programs.

MAGI

 NL PRIORITY ACTIONS MAGI: This queue includes expressed rejection tasks for expired 31As, and instances where verification has been received on a case in which an application task was rejected within the last 30 days (Potential Cancel Rejection)

 NL SECONDARY ACTIONS MAGI: This queue includes returned mail, and expired 31As sent on an integrated case with no pending evidence (generally, requests for 201s or free-form text 31As. A worker must review the case to determine appropriate actions)

NL INQUIRIES MAGI: This queue is for general inquiries about MAGI programs, and it also includes MAGI referrals from multiple sources, including Child Support Services, MO HealthNet, and WIPRO. Referrals may also be added if a MAGI request is received in a lobby and the BPS has not yet been trained in MEDES.

Missouri Work Assistance

                NL REFUGEE: This queue is for specialty staff trained in refugee services.

                NL MWA/CS18WR/EMH: This queue is used for all referrals to Missouri Work Assistance apart from refugee work assistance.

 

BPA and SOSA Responsibilities #

Processing Incoming Mail:

The Benefit Program Associate (BPA) and Senior Office Support Assistant (SOSA) are responsible for processing, batching, and scanning all received documents including the online application, emails, FSD Docs, regular post office mail, and faxes for processing. Triaging incoming mail is the process of sorting and prioritizing information coming into the office based on the need for service(s). The expectation is for all offices to have all received documents processed and scanned daily. For incoming mail that was received after 3:00pm, the scanning expectation is that those documents should be processed, date stamped, and scanned by the end of the following business day.

BPA/SOSA will function as their own Process Management Team to perform a variety of functions in support of administrative, program operations, and workflow processes. These functions include:

  • Mail Processing
  • Scanning Documents
  • Application and Annual Recertification Case Registration in FAMIS or MEDES (when applicable).
  • Indexing Documents to the Electronic Content Management System (ECM) (when applicable)

Clerical services including scanning, indexing, and application or annual recertification registration will be completed by Office Assistants, SOSA, and Benefit Program Technicians (BPTs) throughout the state. Because BPA/SOSA resources vary from office to office, the document control, including scanning, indexing and registration, will be completed by statewide BPA/SOSA and BPT staff, which may include Temporary staff in some offices.

Scanning and Indexing:

Hard copy applications received through the mail, or by fax or email, will be scanned into the Jefferson Arnold SharePoint Folder. A daily file upload will be delivered from FSD to the Current™ Team for Registration Task Uploads into the Current™ system for new applications. Some BPA/SOSA and BPTs will then pull these tasks from Current™ and register and index the applications in the FAMIS or MEDES eligibility systems.

BPA/SOSA Supervisor Roles and Responsibilities:

BPA/SOSA supervisors and managers will need to ensure mail is being scanned to the Jefferson Arnold SharePoint site throughout the day. Because participants may contact the call center shortly after they submit the application, it is important BPA/SOSAs remain caught up on all incoming applications and annual recertifications. This allows casework to be completed by Customer Service Center staff when participants call the first time.

Sharing Resources:

Supervisors may need to share Office Assistants across the state to ensure documents are being scanned timely each day. Examples of sharing resources includes:

  • If staff have the capacity to register and index the case in FAMIS, they should pull these cases from the Jefferson Arnold SharePoint site and register and index the case in FAMIS/ECM.
  • It is important that all mail processing is completed same day to ensure all new applications can be uploaded into Current™
  • If scanning hub supervisors are encountering mail backlog, they will need to reach out for help from other mail hub supervisors to ensure scanning and mail processing at each mail hub and Resource Center.
    1. Collect, pick-up and/or deliver all mail as needed throughout the day from the office drop box, post office mail, received participant emails, and
    2. Process all documents received electronically as needed throughout the day such as, online applications, FSD Docs, emails, and All participant documents that need to be scanned should be completed same day unless the documents are received after 3:00pm, and those documents should be scanned into the Jefferson Arnold SharePoint folder by the end of the following business day. This is including, but is not limited to, the following documents…
      • Expedited SNAP Applications
      • Expedited Medicaid Applications
      • Non-MAGI Applications
      • Hard Copy MAGI Applications
      • Temporary Assistance
      • Child Care Assistance
      • SNAP, MAGI Annual Recertification
      • MAGI Annual Recertification
      • Temporary Assistance Annual Recertification
      • Mid-Cert Reviews and 12-Month Reviews
      • All documents that are reporting changes for all programs (i.e. – Budget Adjustments)
      • Returned Verifications that were requested by FSD eligibility staff

Adding the Current™ client task for Lobby Access Point (Resource Centers)

All staff will attend “DSS FSD IM Current Training for BPT for Team Members Offering” training in MOVERS.  BPAs and SOSAs in the Resource Centers are expected to be able to add cases into the lobby queue in Current™ for their office. The BPA/SOSA should select Add case from the Current™ left navigation. Then select the originating Office (Office name) and the Access Point drop down of Lobby. Add the participant’s name and phone number and select the add button. After the add button has been selected, an activity and program box will appear. Add the Activity (application, verification etc.), then select the correct program for that application or verification and select OK. This will have successfully added the task in the Current™ system, and the BPA/SOSA can move to the next case if other participants are waiting in the Resource Center. The same Current™ Add task process will be followed when adding changes, verifications, and mid-cert reviews or 12-month reviews. If there is a pending task already in Current™, the system will bundle the new task with the existing task so workers will be able to process multiple tasks to ensure one touch processing is happening.

 

Manager and Supervisor Roles and Responsibilities #

Program Managers, Program Coordinators, and office supervisors will be jointly responsible for managing the Process Management for the statewide workload and process for the workflow in the Lobby, Non-Lobby and Phones. These responsibilities will be relevant to the process team performance in the areas of: participant wait times, transaction times, utilization rates, and completion rates. Supervisors and managers will share responsibility for training and workload evaluation.

Process Management Model: #

  • One statewide caseload now belongs to the entire statewide FSD Program Managers, office Program Coordinators, and team supervisors.
  • The Program Coordinators and supervisors are responsible for ensuring all cases are processed timely and accurately.
  • Program Managers will adjust and manage resources to ensure all program work gets completed timely.
  • Program Managers and Coordinators will strategically make staffing assignments where the need is greatest. Management Supervisors need to have a plan for how the work will get done, and be able to adapt and adjust every minute, if necessary.
  • The supervisors are responsible for ensuring process team members are utilizing the new Tools for Consistency and adhering to the procedures outlined in this Process Management SOP.

To help accomplish these responsibilities, Managers and Supervisors can access the following tasks and tools.

Daily Team Huddles #

(for use when the process is new):

Purpose:

  • Ensures staff are informed about updates and changes discussed in Management Team huddles/meetings.
  • Allows for open discussion and the sharing of ideas/solutions with front line staff.
  • Keeps connections on-track both within and between process teams.
  • Ensures staff are informed about staffing adjustments, productivity, volume of work completed, and backlog.
  • Motivates staff while creating a unified environment of positivity and teamwork.

Talking Points:

  • Discuss team progress and ideas for improvement. Solicit feedback from all staff. This is the manager’s opportunity to gain insight from the team and ensure management understands their difficulties and celebrates their successes.
  • Discuss obstacles/barriers to case processing and the ability to get through the work timely and accurately. Always include suggestions and leave with a plan.
  • Identify available staff, discuss adjustments to roles to ensure sufficient coverage is maintained for all three access points throughout the entirety of the day – including during breaks and lunches.
  • Review real-time Current™ data, as needed. Explore new ways to deliver statistical information to ensure the message is meaningful to the staff. Be creative! Metrics to discuss/share include, but are not limited to:
    • Total participants assisted (state-wide, office-wide, or team specific) the previous day/week/month/etc.
    • Average participant wait times as compared to the previous day/week/month/etc.
    • Daily/Weekly/Monthly/Yearly completion rates (statewide, office-wide, or team specific) and their significance.
    • Office/Team trends such as a large quantity of cases with “No Contact” outcomes.
    • This should open discussion regarding the correct use of the Process Management consistency tools if completion rates are low, interview times are too low or too high, or re-work is occurring.
    • Review unfinished amount of work and date of oldest task waiting to be addressed. Revisit, if necessary, the plan to eliminate it.

Management Team Huddles #

The Management Team must conduct daily huddles with both members of their process teams, as well as with their Management Team counterparts to assess workload and performance data, identify issues/trends, and plan for the allocation of available resources. The Management Team should review morning huddle processes and content regularly to ensure it is still fulfilling each team’s communication needs.

Purpose:

  • Maintains communication between process team managers and supervisors; this is essential to the success of the process model.
  • Ensures supervisors are on the same page regarding procedures and expectations.
  • Allows for open discussion and the sharing of ideas/solutions.
  • Discussion and understanding of staffing adjustments, barriers/solutions, productivity, the volume of work completed, and unfinished work.

Talking Points:

  • Review unfinished work and the date of the oldest task waiting to be addressed. Revisit, if necessary, the plan to eliminate it.
  • Identify available staff (including who is out sick or on vacation), discuss adjustments to roles to ensure sufficient coverage is maintained for all three access points throughout the entirety of the day – including during breaks and lunches.
  • Data, decisions, and solutions should be shared across the management structure, from the Program Managers to the Program Coordinators, to line supervisors.

 

Ongoing Process Management Success #

Office managers and supervisory staff will be jointly responsible for the following actions and items, with the primary responsibility resting with the office Program Coordinator:

  • Periodically observe interviews.
  • Answer questions from process team staff.
  • Complete case reviews ensuring staff are adhering to all Current™ Process Management Procedures.
  • Complete random spot-checks for all process team members.
  • Monitor Current™ and adjust staffing levels to meet process team needs.
  • Ensure First Contact Resolution is occurring regularly by all staff under their supervision.
  • Review and analyze completion rates, average participant wait times, and average transaction times.
  • Ensure all interviewing staff are using the appropriate interview process, interview checklist, and verification procedures
  • In cooperation with the Planner, assist the office by flexing resources to consistently meet the workflow demand as needed.
  • Ensure Process Management Standard Operating Procedure is being followed.

Effectively Managing Process #

The following steps refer to by-the-minute, as well as hourly, daily, weekly, and monthly timeframes.

  • Continuously monitor the volume of work and calculate the time and staff required to complete the work.
  • Teams must assign work based on workload volume and move staff fluidly throughout the day when program thresholds are met or exceeded.
  • Some of this work will be completed behind the scenes in Current, while others will need to be communicated by managers. Example: If more BPTs are needed to answer incoming calls into the CSC.
  • Have a supervisor visible and available within the FSD staff work areas to answer questions about procedures.
  • Know trends for each process under the managers area – peaks, slow-times, impact of lunch times – and respond accordingly with assistance from other teams.
  • Develop “caution points” for each teams lobby and non-lobby work. A “caution point” is a point in time when the volume of work exceeds the amount of time and/or available staff, indicating assistance from another process teams is needed. The management team should agree on each process teams lobby and non-lobby “caution points,” as the team will be sharing resources when this occurs.
  • Create a role in each office to act as the Planner. This individual will be responsible to monitor and manage lobby staffing resources for the office. The Planner is expected to utilize Current and conduct periodic walk-throughs of the office to determine if a “caution point” has been reached indicating resources may need to be reassigned.
  • Although FSD staff will have primary process team assignments, process management is a fluid concept and, upon the recognition of demand, these staff should be able to respond to wherever the work is at any given time.

Utilizing Current #

  • Current will show how much work is being done and how quickly the work is being completed so managers can forecast how much time it will take to get the remaining done-hourly, daily and monthly
  • Application queue teams may use their Current data hourly to track progress and wait times, whereas Change or Verification queue teams may use Current data to ensure they are staying on top of the anticipated monthly workload.
  • Current helps to assess how efficiently staff are working and whether they are managing their time well, correctly following the process, and using all consistency tools effectively. Once the detailed data is available, the manager should review Current individual worker completion rates and transaction times.
  • Current also helps to assist with determining if the process is improving by giving the manager the ability to compare numbers from one month to the next. Without the data collection from Current, managers would not be able to show efficiency or where improvements to efficiency are needed.
  • Use data provided by Current when reporting statistics to process and Management Teams and make staffing adjustments as needed.
  • All process team supervisors are responsible to ensure Current tasks are updated and reflecting accurate data for the reporting data to be accurate and usable.

Communication #

  • Process management requires constant communication. Communicate with everyone ALL THE TIME. This includes BPA, SOSA, BPT, BPS, supervisors, office managers and program managements. The entire state must communicate well and work together to get things done.
  • The Management Team should decide how to communicate, depending in the situation.
  • Conduct effective and informative huddles – see huddle section above
  • In some instances, decisions will need to be made very quickly and others can wait until a meeting is scheduled. Discuss what decisions are okay for any supervisor to make at any time and what needs to be decided by the Management team -i.e. it is acceptable for the planner, through utilizing Current to shift resources during the day in order to assist with an increase in work volume in any given process team. However, larger adjustments such as temporarily moving multiple BPS staff to a different process team for an entire day, week would need to be decided by the entire Management Team during a huddle or meeting.

Making Adjustments #

  • Make staffing adjustments when needed but find the balance between letting a process play-out and letting things go too long, specifically relating to participant wait times.
  • The Management Team should come up with a consistent process for determining when it is appropriate to make changes or adjustments. This eliminates having some supervisors making premature changes, while others make no adjustment at all.
  • Observe real-time Current date to review historical participant flow data to effectively anticipate volume fluctuations throughout the month.

 

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