Governing for Results 13 - Washington State Digital Archives

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Health Care Authority Getting Basic Health Materials to Helpers Many organizations, including social service, non-profit, religous and 'helping' organizations, distribute applications and information about the Basic Health plan to their members/clients and frequently assist with the application process. Historically, an organization would request applications or information, and experience a two-week backlog before the material was mailed. When Basic Health received a request for bulk material, they requested and received the materials from the warehouse, assembled and packaged the material, and returned it to the warehouse for mailing. This process required one full-time FTE at Basic Health, 16 hours per month for warehouse transportation, duplication of tasks and extensive use of Next Day mail services. Improvements include moving .5 FTE to the warehouse and centralized mailing function. Results ★ From two-week backlog to no backlog and all orders processed within 24 hours. ★ Order form available to organizations on HCA Website. ★ Streamlined from 6-step process to 2-step process. ★ FTE .5 plus 16 hours a month redeployed to direct customer service. ★ Increased efficiency through centralization of packaging and shipping functions. Team Name: Bulk Mail Process Improvement Team Team Members: Preston Cody, Nikki Jognson, Jeff Coler, Martha Wells, Matt Berry, Kathy Eberle, Becky Loomis, Mike Angel, Rebecca Burch, Glenn Raiha, Letitia Howard CONTACT: Preston Cody, (360) 412-4361 91
Health Care Authority Basic Health Translation Process, Phase II The turnaround time for all language translation of Basic Health's member correspondence had been 4.98 days. Previous streamlining and process improvement decreased that time by approximately three days, to 2.01 days. Spanish translation, because of the volume, averaged 3.08 days. The time spent in the translation process delays the staff's response time to members' applications and letters of concern, including serious or time-sensitive issues. The team felt that further improvements could be made by centralizing the translation efforts, and the Spanish language pilot began in October 2000. A Spanish translator was added for instances in which correspondence is received, which is now translated immediately upon receipt. Results ★ Spanish translation process time decreased from 3.08 to .17 days, allowing faster response time to member correspondence. ★ The translation process moved from direct customer service staff to administrative staff, adding .75 FTE to front line direct customer support. ★ The improvement in turnaround time occurred during a time of increased member correspondence, from 166 Spanish translations to 395 per month. ★ The three-step process was streamlined to one step. Previously, a document requiring Spanish translation was received, routed to a customer service staff member for translation, returned to receiving to be scanned, and routed to the approprite account representative for action/response. Now the document is received, translated, scanned and routed by one administrative staff member within four hours of receipt Team Name: Translation Improvement Team Team members: Preston Cody, Nicole Ross, Cindy McKinzie, Gail Burris, Elvia SanMartin, Anton Cooper, Lois Johanson, Sun Watkins, Kyle Vu and Jose Gonzalez CONTACT: Preston Cody, (360) 412-4361 92
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Governing for Results 13 - Washington State Digital Archives

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