Problem Statement:The process for individuals to apply for public assistance is inadequate and not capable of meeting the growing demand for services.Client Services Modernization Clients wait in long lines There is too much paper The client experience is frustrating There are delays throughout the process

Current Process Level 1- Before Lean Detail Map Help ClientProcess ApplicationStep 1Step 2Step 3Step 4Step 5Determine EligibilityMaintain Case Initiate BenefitsClient Services Modernization

Future (New) State Process

Before: 12 Large File Rooms After: Paperless Record Keeping Scanning 2 Million Documents per Year Before: Waiting to ApplyAfter: Clients can apply On-line, by Phone, or at an Office

Client Services Modernization Successes: Expanded client choices Client records shared statewide Shortened processing time Improved client experienceTeam: Division of Family Assistance & Lean Core Team

Department of Safety

DMV LEAN Event Returned Driver LicenseJanuary 2010

Processing Licenses18% of NH drivers licenses were being returned.Returning licenses cost $250,000 annually for postage. Disjointed license tracking resulted in poor customer service.

Separate databases in 3 different departments were each tracking the license.Rarely did they communicate with one another in a timely manner!

1, Customer Comes into DMV2, Documents& Application3. Clerk Process3A.Scan supporting docs pic & signature4. Produce Temp License4A. Background demo from IDMS to Marquis/MIDS5. Import Demo from MIDS to per license6. Produce Perm License7. Lic to Mailroom (3X day)8. Mailroom Process; sealed, postmarked, counted9. Presort Mailing (3rd party vendor)11. Customer Receipt via mail12. Returned to Post Office13. DMV Pick up from Post Office14. Comments entered into IDMS15. Scan same data from #14 into Access DB16. Return License to Licensing/DL17. Filed in DL by Alpha order18. Customer Contact / Inquiry19. Re-mailed; if not claimed 6+ month Analyzed then Destroyeda.Renewalsb. Duplicatesc. Replacementsd. Non-Driver IDe. Upgrade/endorsementf. New Applicant cust req exhibit 1

a. Clerical Errorb. Address changes / locations; FR, Lic, MA/MAAP; Reg, Hearings & Titlea.Printing perm licb. Quality Controlc. Reprinting esthetic defectsd. Inserting lic in envelopeRe-trayed in original boxes with batching paperworka. Keeps mail separate from lic batchb. Verifies countc. Reads address and produces barcoded. Cost = .357 vs. .44a. Why returnedb. Notation of how many times returnedDMV Returned LicenseLEAN Event January 2010CURRENT STATE MAPBefore LEAN

1. Customer Comes into DMV2. Documents& Application2A. MAAP Bug #64543. Clerk Process4. Produce Temp4A. IDMS delay demo for 14 days; allow corrections5. Import Demo from MIDS for perm license6. Produce Perm Lic SOP ex 2A7. Mailroom Process; sealed, postmarked, counted8. Presort Mailing (3rd party vendor)10. Customer Receipt via mail11. Warehouse pick up returned mail at Post Office012. Dedicated person for DB entry and location in DL13. Filed in DL by Alpha order; customized date stamp14. Customer Contact / Inquiry15. Electronic Age 6+ month report destroy lic based on reportDMV Returned LicenseLEAN Event January 2010FUTURE STATE MAPAfter LEAN

OutcomeLean gave us direction that was data driven and standardized.Departments communicate timely with one another and customers.License process was simplified.

Post Lean EventAnnual Postage Savings $246,000

% chart returned lic

0.0172

0.0013

0.0001

% License Returns

Sheet1

Once1.72%N=1.86%

Twice0.13%

+ two times0.01%

1.86%

Sheet2

Sheet3

Thank you TeamJeff OberdankWilliam HaynesBill JosephJessie WebbClaire Janelle

Wendy LanglitzJennifer JakubauskasChris WagnerRoberta Bourque

Sponsors: Kevin OBrien and Virginia Beecher

Agencies process about 500,000 accounts payable (AP) invoices per year to pay vendors for goods and services.

Using Lean principles, DAS and DOS redesigned the AP process creating a model adopted by agencies statewide.

Department of Administrative Services and Department of Safety

The ProblemIn 2009 the State replaced the IFS accounting system with NH FIRST but did not upgrade the accounts payable (AP) process.

The old paper-based process was preserved when NH FIRST was initially implemented.

Backlogs grew as on-line transactions could not take place until paper handoffs occurred.

AP Invoices1. Receive at Department2. Copy & File at Business Office3. Send Original to Division Management for Approval and Account/CodingDivision/Program Approval & Account CodingDays - WeeksReturn to Business OfficeFor AP ProcessingReplace File Copy with Original Returned to Business OfficeBusiness Office AP Processor pulls a hardcopy bundle of Division Approved AP Invoices to be ProcessedInput NH FIRST AP 20Annotate Hardcopy with Voucher #Release AP20 for Agency POA ApprovalDeliver Bundle of Hardcopies to Agency POA ApproverAppears Immediately in POA NH FIRST Queue in System Work Unit OrderSelect Individual HardcopyGo to Statewide NH FIRST Queue Locate AP Invoice (by Work Unit#)POA Inputs Approval or Rejection in NH FIRSTPOA Annotates Hardcopy with Work Unit #Copy Final Invoice for Agency File & Prepare Originals for Transport to DAS-BOA for Audit & ApprovalAgencyPOADAS-BOAAudit AP Online & HardcopyApprove or RejectFile Original hardcopy for Archiving by Voucher #Appears Immediately in DAS-BOA NH FIRST Queue in System Work Unit OrderPOA Selects individual hardcopy, Locates AP Invoice (Work unit)in Agency NH FIRST QueueDeliver Hardcopies to DAS-BOABefore LeanImplementing AP ImagingVendorsMaintain Copies and eventually Archive Copies

After LeanImplementing AP Imaging AP Invoices1. Receive at Department2. Copy & File at Business Office3. Send Original to Division Management for Approval and Account/CodingDivision/Program Approval & Account CodingDays - WeeksReturn to Business OfficeFor AP ProcessingReplace File Copy with Original Returned to Business OfficeBusiness Office AP Processor pulls a hardcopy bundle of Division Approved AP Invoices to be ProcessedInput NH FIRST AP 20Release AP20 for Agency POA ApprovalAppears Immediately in POA NH FIRST Queue in System Work Unit OrderSelect s AP Invoice in Statewide NH FIRST QueuePOA examines transactions & attached vendor documentsInputs Approval or Rejection in NH FIRSTAgency files Original Hardcopies by Date/Vendor for eventual archivingAgencyPOADAS-BOAAudit AP Online Approve or Reject

Appears Immediately in DAS-BOA NH FIRST Queue in System Work Unit OrderPOA Selects Item from NH FIRST QueueNo longer needs to rely on receiving hardcopy before acting on items in queueAttach Image to its respective AP20Scan DocumentsVendors

Lean Accounts Payable Better Faster - CheaperBefore: 40-60 steps After: 25-30 steps

95% of duplicate paperwork eliminatedVendors received faster paymentAP workers no longer needed to find physical files to research vendor inquiriesBottlenecks were eliminatedReduced demand for 9 tons of paper

GOAL: Combine, standardize, and simplify the application intake procedures for four separate land development permit programsApplication Receipt Center for Land Development Permits

Current State before Lean: 4 Separate Processes by 4 Programs DES Application Receipt Center for Land Development Permits

Future State after Lean A Single Process for All 4 ProgramsDES Application Receipt Center for Land Development Permits

RESULTSDES Application Receipt Center for Land Development PermitsApplications and Payments now Processed the SAME DAY ReceivedCross-Program Staff Coverage Prevents Delays40% Reduction in Initial Review Processing TimeEliminated Duplicative Data Entry and Automated Steps23% Increase in Wetlands Applications Submitted that are Initially Complete

Storm Water Pollution Protection Plan (SWPPP)Lean: Joint effort between DES, DOT and the Contracting CommunityFeb 2011

Problem StatementThe Contractor must hire a consultant, develop the SWPPP, submit SWPPP to DES and DOT for review, revise SWPPP based on comments, get approval.Typical time from contract award to SWPPP approval is 180 days.Prior to beginning any construction work the contractor must have an approved SWPPP.

Existing (Old) Value Stream Map ProcessFuture (New) Value Stream Map Process

SolutionDOT now develops erosion control plans during project design.DES approves DOT erosion control plans prior to project being bid.DES is no longer involved in Contractor SWPPP process.DOT has authority to approve the Contractor SWPPP.New process reduced SWPPP review & revision times.

SWPPP Lean SuccessContractor starts work faster.Less risk for Contractor.Lower bid prices for DOT/Taxpayer.Project completed sooner.

SWPPP approval: Before = 180 day After = 60 days.

Lean Not just a process, but a catalyst for change!New Hampshire Employment Security Appeal Tribunal

Problem StatementDuring a national recession, NH unemployment compensation appeals increased from 522 in May 2008 to an unprecedented backlog of 2,762 in 2010.Average age of a pending appeal went from 26.3 days to 163.6 days. By the end of 2010, NH ranked last in the country for case aging.

PA:Attach IPs; Enter Appeals; Print Screens5 min5 minFor Original of RequestWhy have Re-opening requests come to Appeals?Need Modification of SJDs?Previous Process60%40%Create FolderIf IP attached after appeal is filed, does the notice mail to that IP?8 min8 min3 min50 min15 min120 min96 Min

Previous Process Metrics29 minutes per appeal281 minutes per cycle

Why?Duplicate stepsTravel from desk to deskBottlenecks

Review case5 min10 minNew Process Quick Review and SortCreate Folder8-90 min90 min

New Process Metrics25-33 minutes per appeal (saves up to 4 minutes )113-195 minutes per cycle (saves at least 86 minutes)

How?Eliminate redundant stepsReduce travel from desk to deskOpen bottlenecks

ResultsBeginning March 2011, NH met federal time lapse standards for the first time in 2 years. Average age of a pending appeal was reduced to 18.4 days.At the end of 2011, NH ranked 16th nationally for case aging.

Appeals Project TeamHeshla Ash-Tessier-NHESGregory Ives-NHESLis Santiago-NHESRenee Carboni-NHES

Fresh Eyes: Sarah Thompson-DOS Facilitator: William Baggeroer-DHHSTrainer: Kate McGovern-BETSponsor: Erika Randmere-NHES

July 17, 2012J. MacPhee w/ revision by Bowen 8/8/12

Medicaid Estate Asset Recovery from the Division of Abandoned Property

Internal Process ImprovementJoint Project BetweenNH State Treasury andDepartment of Health & Human Services (DHHS)

Problem StatementThe process needed to be improved by means of an examination of operational practices. Each step of the procedure by both the DHHS and the State Treasurers office to be mapped and discussed.Opportunities to streamline the process and improve communication between the two agencies exist, which should also result in less uncertainty and distress to claimants.

Current State Process Before Lean

Future State Process After LeanIT Solution: data warehouse matchingHolder Reports and Sends FundsValidation OutreachAdvertisingClaimed funds transferred using NHFIRST

Project GoalsRecovering Medicaid dollars from Abandoned Property process will be transparent and accountable.The overall cycle time of the process will be significantly reduced.More dollars will be recovered by identifying more properties.Customer Service and public performance will be improved because prospective claimants will not be prematurely contacted by the Abandoned Property Division if HHS Estate Recovery Unit has a valid claim to the assets.Communication and efficiency will be increased with the introduction of technology.

Joint Project Team members (DHHS & TREASURY) Core Team Members: Phyllis AndersonDHHS - Estate Recovery Unit Richard BowenTreasury - Finance Specialist Mary CastelliDHHS - Office of Operations Support Bill DwyerTreasury - Deputy State Treasurer Janelle LaylagianDHHS - Estate Recovery Unit John MacPhee DHHS - Lean Coordinator Kim MaxfieldTreasury - Claims Supervisor Catherine ProvencherTreasury - NH State Treasurer Melissa VanSickleTreasury - Internal auditor III

Caucus Members: Brian Deschenes Treasury - Information Technology Manager Amy LauzonDHHS - Data Warehouse Specialist III Jeff SilverDHHS - Data Warehouse Manager

MS1- Lean Project

PROPERTY APPRAISAL DIVISIONMUNICIPAL SERVICES DIVISIONTHE MS-1 IS A CROSS-DIVISIONAL FORM

SUMMARY OF THE MS-1

New Hampshire Department of Revenue AdministrationDATA CAPTURED ON THE MS-1

New Hampshire Department of Revenue Administration

OUR GOALS

The MS-1 Lean Process

The MS-1 Lean Process Continued

Necessary Changes

MS-1 Form ~ OldHad two versions of form: 1 pdf & 1 excel

MS-1 Report ~ New (Future ~ in process now)All data can be transmitted electronically and flow into our database.New Hampshire Department of Revenue Administration

To have a great idea, have a lot of them ~ Thomas EdisonDale Chihuly, Artist

*********************************##**##***##***##***********Pictorial view of MS-1 Report information*New report does the math for you & brings back page totals forward for less errorsSome assessing firms have programmed already & towns just hit a button.Will be able to do a data download & receive electronically through some assessing firms

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