| Department | Office/Work Area | Improvements Made |
| Workers’ Compensation May 2008 | Adjudication process | - Reduced time from protest to hearing from 136 days to 34 days. (75% reduction)
- Potential reduction in the number of hearings resulting in savings of $220,000
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| Commerce July 2008 | Fire Marshall’s Office – Bureau of Underground Storage Tank Regulations (BUSTR) | Reduce the lead time for the BUSTR corrective action process from the opening of a new case to its resolution. - Reduced steps from 82 – 30 -- 63% reduction
- Significant increase in collaboration with sister agencies
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| Job & Family Services September 2008 | Workforce Development – Work Opportunity Tax Credit Program (WOTC) | Reducing administrative costs and more effectively administering grants for employing the hard to employ - Reduced steps from 56 – 16 -- 71% reduction
- Eliminated 2.5 months of backlog
- Potential reduction in administrative costs of $174,000
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| Administrative Services October 2008 | Human Resources – Exempt Professional Development Program | Reduce the cycle time from receiving an application to notifying the customer that they have been approved - Reduced steps from 100 to 53: 47% reduction
- Reduced delays from 15 – 5: 67% reduction
- Reduced time from application to approval from 6-22 business days to 1 day
- Reduced time from completion of education to reimbursement from 10-63 days to 7 business days
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| Taxation October 2008 | Compliance Division | Reduce the time from documents received by Compliance Support to the completion of the work by the Compliance agent from 66-112 days to 14-30 days - Reduced steps from 87 to 20: 77% reduction
- Reduced number of days to batch work from 4 to 1
- Reduced average age of work on shelf from 60-90 to 2-4 days
- Reduced process Lead Time from 66-112 days to 11-13 days
- Eliminated work silos
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| Job & Family Services October 2008 | Office of Contracts & Acquisitions | Streamline and improve the process for completing a contract including the time from when the Request For Agreement is submitted until the purchase order is completed. - Reduced the number of steps from 80-53: 34% improvement
- Reduced lead time from 61 days to 15 days for an “express lane” (fast tracked) contract or 30-45 days for all others.
- Reduced the number of agreements to be drafted before coming to OCA so only one review is needed.
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| Natural Resources November 2008 | Division of Mineral Resources Management – Application to Revise Permit | Reduce and improve the ARP (Application to Revise Permit) process due to the significant amount of handoffs, loopbacks and delays. The lead time for this process prior to the event was 106 days. - Reduced the number of steps in the process from 61-29: 52% reduction
- Reduced the number of delays in the process from 20-11: 45% reduction
- Reduced the lead time for the process from 106 days to 21-32 days: 60-70% improvement
- Use of a Coal Permit Update letter for certain items that were previously submitted via ARP.
- Members of the Coal Industry (owner/operators) were a part of this team
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| Job & Family Services
November 2008 | Office of Unemployment Compensation & Office of Local Operations | To decrease the time for sending out invitations for a Benefits Right Information Session (BRI) from 32-35 days to less than 28 days. - Reduce the lead time from 32-35 days to 13 days
- Reduction in mailing and printing costs by $26,000 annually
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| Natural Resources
December 2008 | Division of Mineral Resources Management – Integrated Application Process (IAP) | To reduce the lead time on the approval of an Integrated Application from 365 days to 180 days. - Reduced lead time in Jurisdictional Determination process by 20-60%
- Reduced lead time in IAP process by 50% or more
- Reduced handoffs by 71%
- Unneeded documents reduced or eliminated by each agency
- Processing capacity increased at least one-fifth by each agency
- Due to dramatic improved processing and collaboration, the name was changed to Coordinated Application Process (CAP)
- The streamlining of the Jurisdictional Determination and Application processes resulted in the reduction of 224 – 359 days waiting time for the coal industry.
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| Mental Health
December 2008
| Grants Management & Contracting Process | To reduce the lead time on the grant determination to availability of draw down to 10 – 30 days depending on grant type. The lead time on average was taking 150-365 days depending on the path the grant/contract followed. - Implemented one consolidated process including one application form, draw request, and reporting mechanism compared to multiple ones prior to the event.
- 25% reduction in lead time from start to end of the process
- 60% reduction in the number of handoffs
- 100% reduction in loopbacks which caused the most delays from (4-8 to 0)
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| Job & Family Services
December 2008 | Office of Research, Assessment and Accountability, Ohio Health Plans, and Information Systems
-Combined Proposed Adjudication Process (CPAO) | To collect a minimum of $43.7 Million from the Combined Proposed Adjudication Process (CPAO) for long-term care providers by June 30, 2009 and reduce the existing audit backlog. - Created system fix strategy to recoup approximately $24M
- 92% reduction in steps from 109 to 9 in the new audit process
- 96% reduction in decisions from 28 to 1 in the new audit process
- Realignment of staff to reduce unpaid claim and audit backlog by June 2009
- A new reporting process to measure the entire process across 4 offices
- Representatives from the County Job & Family Services, Long Term Care providers, and Long Term Care Association were members of this team
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| Job & Family Services
February 2009 | Unemployment Compensation Review Commission | Reduce the amount of time to hear unemployment compensation claims and increase the number of cases heard by the commission to ensure compliance with the Department of Labor standards of 60% closed in 30 days. - Reduced steps from 65 to 21, delays from 18 to 1, and decisions from 14 to 3
- Estimated $22,000 savings in reduced mailings, $30,000 soft savings for staff processing time
- 96% reduction in decisions from 28 to 1 in the new audit process
- Creation of standardized appeal forms, reengineering of docketing function and hearing officer scheduling and production expectations.
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| Job & Family Services
March 2009 | Surveillance Utilization Review Unit – Office of Research, Assessment and Accountability, Ohio Health Plans, and Information Systems | Reduce the lead time & variation for completing Medicaid reviews for provider overpayments, fraud, waste, and abuse from 14- 1570 days to 7-120 days to generate the findings and the processing of reconsiderations from 7-450 days to 7-120 days. - Created a standardized referral process, triage program, standardized templates
- Reconfigured staff to a team approach
- Reduced the number of handoffs by 75% (24-6)and decision points by 87% (39-5)
- Auditors now have the authority to sign their own work!
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| Executive Medicaid Management Administration
March 2009 | Medicaid Provider Enrollment/Certification Service Staffs of Job and Family Services, Aging, Health and MR/DD |
Identification of respective agencies’ waiver applications/processes for one common waiver application. - Up-front check of application completeness & compliance.
- Increased agency collaboration & standardization.
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| Administrative Services
April 2009 | Office of IT & General Services Division - IT Procurement | Reduce lead time, variation and alignment with Advantage Ohio Executive Order to procure IT solutions for state agencies. Process improved by a 104 day reduction in the process from 207 days to 103 days. - Steps reduced from 123 to 56, decisions from 25 to 9, and handoffs from 73 to 20
- This process spanned from OIT, DAS Procurement, and participating agencies
- Created team approach and lead person to shepherd the process from beginning to end including fast tracking some types of Release & Permits
- Training program, templates, and an online collaboration tool developed
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