Governing for Results 6 - Washington State Digital Archives

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Department of Social and Health Services DCS Disbursement Operations Eliminates Overtime The Division of Child Support (DCS) is federally required to process and disburse child support payments within 2 working days. Processing time is directly related to the volume of checks received. The average monthly volume is 115,000 checks, which equates to 165,000 payments, valued at $49 million dollars. On Monday's, 65% more checks arrive than any other day of the week. DCS had resorted to overtime to stay current and meet the federal mandate. The DCS State Disbursement Unit realized that the workload was not unique to peak times and gathered data to support a second shift of regular employees thereby eliminating overtime. Results ★ Uninterrupted workflow for opening, scanning, indexing and identifying payments Monday through Friday. ★ Exceeded the federal requirement for processing payments for disbursement. DCS now processes and disburses payments within one day for 87% of paying cases and well within 2 days for 99% of paying cases. ★ Eliminated the use of overtime to process payments and meet federally mandated time frames and thereby saving $67,000 annually. ★ Allowed flexibility for staff in the processing unit to experiment with flextime, take scheduled holidays and participate in staff development. ★ Eliminated most phone inquires from customers requesting information about when payments were received and processed by DCS. Team Name: Financial Services Operation Unit Team Members: Lynnie Larsen, Tammy Dorfner, Wendy Cole-Deardorff, Dan Wilcox, Charlie Hall, Pat McGlennon, Laurie Rawlins, Jon Fry, Bobbie Gerdts, Becky Sutton, Diana Young, Deloris Nichols, Tom Kendrick and Don Hawley. CONTACT: Bill Wegeleben, (360) 902-0865 65
Department of Social and Health Services Lobby Changed to Improve Customer Service The physical lay-out of the Bellingham Community Service Office lobby did not fit the type of services being provided to the customer. Essential information was available in the Resource Room adjoining the lobby, but was not being accessed by customers. Customer Service Specialists needed additional training so they could handle more client questions without involving the Financial Eligibility staff. Improvements were made and the Job Resource Room is now fully staffed with one permanent staff person who is assisted by a work-study student and a volunteer. Customers are able to access useful information such as wage progression information, resume development, job announcements, family planning information, and information on Diversion Cash Assistance. The Customer Service Specialists received additional training and are now able to work more independently, handling more client questions for the Financial Eligibility staff; this gives them more uninterrupted work time and increases their accuracy. The waiting room was redesigned with small round tables and chairs to create work space for clients and reduce disruption from children running in the lobby. Results ★ Improved customer access to job information. ★ Increased ability to serve clients at the front counter and cause less disruption to staff who are processing cases. Saves approximately 40 hours per week, or 2112 FTE hours annually. ★ Customers receive more comprehensive service from the front counter staff. Team Name: Bellingham Customer Service Improvement Team Team Members: Cary Chizer, Chris Rahkonen, Rachel Riggles, Marijo Olson, Hollis Jackson, Mary Kruzich, Jean Pittman, Heather Robertson, Anita Stolpe, Linda Weed: facilitator CONTACT: Margaret Vogeli, (360) 413-3013 66
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Governing for Results 6 - Washington State Digital Archives

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