Assistance with Process and Productivity Improvement. WRMA's process review of the Florida child abuse hotline helped the state better respond to more than 300,000 annual reports of child maltreatment and improve the safety of Florida's most vulnerable children. WRMA has completed hundreds of projects with state and federal agencies that included business process analysis and improvement. WRMA (in concert with our partner, IBM) conducted for the Florida DCF a comprehensive process and procedures review of the Florida child abuse hotline, which receives more than 300,000 annual reports of child maltreatment across the state. We analyzed As-Is workflows, staffing structures, budgets, and performance data and used this information to recommend a new model for the hotline. Our recommendations were used to xxxxxx legislative support, allocate funds, and help revamp processes to improve the hotline's ability to respond to reports of child maltreatment. We provided process engineering, productivity improvement, and child welfare expertise to the Pennsylvania Department of Human Services, Office of Children, Youth and Families to replace 25 disparate IT systems and manual child welfare processes with a new IT system that connected information across 67 counties. Working with child welfare staff from throughout Pennsylvania, WRMA created new business processes that aligned child welfare casework with the new IT system in order to leverage the benefits of enhanced automated support. This allowed state staff to spend less time shuffling paper and more time protecting children. The WRMA team conducted business process analysis and re-engineering in anticipation of Delaware's new statewide child welfare automated IT system on behalf of the Delaware Department of Services for Children, Youth and Their Families (DSCYF), The system supports child welfare, juvenile justice, children's mental health, and DSCYF education programs. WRMA worked with state staff to develop As- Is and To-Be workflows for more than 50 processes. WRMA created these workflows to leverage the enhanced support of a new automated system and improve efficiency and automation. These workflows were used as the basis of the state's procurement for the system. Table 7 presents several additional examples of WRMA's process and productivity improvement projects. RFP No: 06-80101500-J “Technical Proposal – Service Category 1: Management Consulting Services” Wellness Research Monitoring Analytics Table 7. WRMA Process and Productivity Improvement Project Examples...
Assistance with Process and Productivity Improvement. Improved performance in Ohio In Cuyahoga County (Cleveland area), where we took over the Ohio Work Experience Program, we serve both TANF and SNAP participants. ▪ Within a few months of transitioning program services from another vendor, we raised WPR from less than 45 percent, to more than 60 percent — enabling the County to achieve consistency in meeting its monthly WPR for the first time in several years. ▪ We successfully changed participants' perception of the program by focusing more on using work experience as a gateway to a career, instead of busy work to avoid a sanction. ▪ Our approach puts participants on a pathway that connects unpaid activities to a permanent placement focused in a targeted career sector. MAXIMUS has a proven approach to help clients operationalize continuous process tools and techniques. Our experience encompasses review and recommendations for improving operational processes, information systems/technology, and human resources. In collaboration with the client, we develop specific approaches and tools to ensure our clients achieve the process improvement outcomes they expect. We work in close collaboration with client agencies to develop an actionable Process Improvement Implementation Plan. These plans establish the performance goals and benchmarks, select appropriate data to monitor, and include a specific continuous improvement plan. Typically, MAXIMUS works with state SMEs to model current (As- Is) and future (To-Be) business processes. The outcome of the business process analysis is to develop system requirements and business processes designed to: ◼ Align resources, process management, for performance and accountability ◼ Improve performance on the federal and/or state incentive measures ◼ Maximize both human resources and information technology ◼ Reduce costs ◼ Improve quality of customer service ◼ Develop system requirements
Assistance with Process and Productivity Improvement. Meridian offers services and assistance focused on process and productivity improvement designed to help clients drive efficiency. The Meridian team is comprised of process experts that have collaboratively assisted clients in business transformation initiatives that create innovative change through the balance of people, process and platform. Meridian has a twenty-year track record within the public sector working to understand and assess current state processes then presenting recommendations and improvements that create measurable, sustainable change through actionable recommendations. This experience has driven the creation of a proven methodology and system that helps ensure success that incorporates the principles of both user-centric design through the following core actions:
Assistance with Process and Productivity Improvement. With the change in leadership in 2019, many state agencies began the daunting tasks of revising strategic plans, updating standard operating procedures, and identifying potential weaknesses with their existing processes. In addition, with the budget impacts of the COVID-19 crisis, most Florida agencies will be asked to do more with less. Whether related to new industries in Florida, such as hemp, or changes in federal funding procedures through FEMA and HUD, the depth of ICF’s national and international experience across so many diverse domains empowers us to share timely and unique perspectives directly relevant to Florida’s state agencies. For process and productivity improvement efforts, ICF applies its proven gap analysis approach, which starts with
Assistance with Process and Productivity Improvement. CSG’s business process and productivity reengineering and improvement services help our clients develop new approaches to service delivery, resource management, financial control, and other processes that maximize the value of new technology and other program modernization investments. We analyze and design business processes and workflows to achieve effective integration of business systems, support expanded automation, eliminate bottlenecks and duplication, and streamline work processes for maximum efficiency. We also bring experience and expertise in methodologies such as Lean Six Sigma and the tools and techniques of Business Process Model and Notation for analyzing and redesigning business workflows. We routinely offer implementation support for process improvements that include customized priority rankings and post implementation performance tracking to further support sustainability and increased return on investment. Additionally, CSG services to assist with process and productivity improvement include: Figure 4: Sample Process
Assistance with Process and Productivity Improvement. Process and Productivity Improvement is the fundamental rethinking and redesign of business processes aimed at improving performance. Our approach is based on industry standards and an emphasis on “meeting our clients where they’re at.” The narrative below describes the basic framework for our process improvement work.
Assistance with Process and Productivity Improvement. Balmoral is often called upon by clients to assist with optimization of limited resources, including staff, budget, and facilities, requiring creativity and resourcefulness in process and productivity assessment. Our work has resulted in fundamental improvements for several clients, including FDOT, which completely revamped its specifications following our analysis and recommendations for procurement and quality control-related requirements. Revised rules streamlined product delivery and opened the market for additional competition and lower prices to FDOT. For the Service 6 Process and productivity Improvement Experience: FDEO, SWFWMD, FDACS, FDOE, FDOT Australian Capital Territory4, Balmoral analyzed operations and maintenance processes for roadway and environment objectives, and identified opportunities to reconfigure existing procedures in such a way that certain waste could be captured and sold, producing revenues to support expanded operational needs. Similar work was performed for Orange County (FL), resulting in a shift of about 20% of its street sweeping funds to increase frequency in some areas and decrease it in others, ultimately saving about $9 million a year in clean-up costs. The majority of Balmoral’s professional staff have economic or engineering underpinnings, in addition to strong statistical, financial and GIS skills, which lend themselves well to identifying opportunities for efficiency and outcome improvements.
Assistance with Process and Productivity Improvement. Balmoral approach to process and productivity improvement tasks is customized to the specific study. We use many tools to approach process and productivity improvement, which will vary based on the type of process or production at issue: optimization, qualitative review and interviews, statistical modeling, focus groups, and other approaches. Figure 14 offers photos of exercises used in past work sessions to identify common goals and needs from agency participants. Our typical approach would include our project Inception process, supplemented by additional interviews and/or review of historical records, depending on the subject matter. Whereas for other elements of the scope the Project Plan is generally resolved within a few business days, process improvements generally require more data collection to confirm the appropriate approach. As such the first 30% of effort may be attributed to developing the plan and constructing the baseline information against which process improvements will be compared. At acceptance of the Project Plan, our consultants will begin in xxxxxxx to model all elements of existing process (and historical if appropriate), allowing for each component to be isolated. This may occur through flow charts, C-maps (Conceptual process maps), and other approaches. Dr. Wangusi’s innovative process mapping techniques will be valuable here. Our consultants will identify the contributing and conflating factors for each element. An example may be helpful. Say a procurement process includes passing a quality test that is difficult for many vendors to pass. The test is required because FIGURE 12. PHOTOS OF WORKSHOP SESSION FOR PROCESS IMPROVEMENT – POST-IT EXERCISE FIGURE 13. EXAMPLE PROCESS IMPROVEMENT AND IMPACT FINDINGS it is believed critical to the final product. A conflating factor would be if vendors could pass the quality test, but still regularly provide defective products – because of reason “X”. Reason “X” would be a conflating factor. (And usually Reason “X” is that technology or practice has moved beyond the existing rules or procedures, making the original assumptions no longer effective or relevant.) Our consultants will examine the factors associated with each element to identify patterns or flaws in current process that may open the door to streamlined processes, new technology or other improvements. Throughout the process, models constructed to assess current process and potential change will be vetted with the Customer project te...
Assistance with Process and Productivity Improvement. Balmoral approach to process and productivity improvement tasks is customized to the specific study. We use many tools to approach process and productivity improvement, which will vary based on the type of process or production at issue: optimization, qualitative review and interviews, statistical modeling, focus groups, and other approaches. Figure 14 offers photos of exercises used in past work sessions to identify common goals and needs from agency participants. Our typical approach would include our project Inception process, supplemented by additional interviews and/or review of historical records, depending on the subject matter. Whereas for other elements of the scope the Project Plan is generally resolved within a few business days, process improvements generally require more data collection to confirm the appropriate approach. As such the first 30% of effort may be attributed to developing the plan and constructing the baseline information against which process improvements will be compared. At acceptance of the Project Plan, our consultants will begin in xxxxxxx to model all elements of existing process (and historical if appropriate), allowing for each component to be isolated. This may occur through flow charts, C-maps (Conceptual process maps), and other approaches. Xx. Xxxxxxx’x innovative process mapping techniques will be valuable here. Our consultants will identify the contributing and conflating factors for each element. An example may be helpful. Say a procurement process includes passing a quality test that is difficult for many vendors to pass. The test is required because Figure 12. Photos of Workshop Session for Process Improvement – post-it exercise
Assistance with Process and Productivity Improvement. The MorganFranklin Consulting approach to process and productivity improvement projects leverages our proven business process optimization methodology, which allows our team members to provide government agencies and organizations a thorough analysis of current processes and tailored best practices recommendations based on similar sized agencies and organizations. We apply proven processes, techniques and tools along the project lifecycle to accomplish objectives and requirements. Specifically, our innovative management approach includes: • Establishing an understanding of the drivers, stakeholder goals and long-term vision that drives the need for end-to-end process optimization • Deploying a cross-functional team that anticipates understanding the needs and starts day one with a baseline understanding of the key risks and considerations for each of the in-scope business processes • Business process optimization methodology which is comprised of a four-stage approach emphasizing scalability and tailored to specific needs to ensure a “right fit” approach for the task • Disciplined Project Management Framework which enables our Project Manager to manage the project within scope and specifically address quality throughout the period of performance • Multi-faceted Resource Management Approach that facilitates the organization’s fast access to a wide range of skillsets while also providing proactive management of resources and ensuring rigorous project planning and execution • Emphasis on Risk Management to support management needs. We view risk management as a continuous element of our project management and technical execution. Our Project Management discipline includes risk management and involves the execution of a structured approach to identify, evaluate, mitigate, and monitor not only real but also emerging risks, ensuring improved and sustained service delivery. Advisory for State of Florida’s Mission-Oriented Business Programs or Initiatives We help solve the most pressing challenges faced by businesses, federal, state, and local governments. Transformational situations drive our demand – we help our clients address a dynamic regulatory environment, strategic events and ownership changes, technology advancements, as well as leadership transformation and change. We draw upon a wide range of services to deliver an integrated solution. Clients value our diverse range of services as well as the flexibility and transparency with which we operate. Our insig...
