# Presentation: 320547

## Putting Research Findings into Practice

- June 5, 2007

## A Private Sector Perspective

-  Develop solutions to operationalize policy
- TANF Employment of 1996 and DRA TANF Reauthorization
- Medicaid Enrollment / CHIP
- Child Support Recovery
- Capacity to innovate largely shaped by:
- how prescriptive State and local  agencies were
- State/Local agency with principal ownership (HHS,DOL)
- The role played by advocacy groups
- Waivers/special circumstances

## A Private Sector Perspective

-  The diffusion of information (research) that shapes program innovation and re-design for MAXIMUS includes a variety of sources
- Best Practices within business line
- Managers with operational responsibility convene quarterly for presentation of best practices from within our Workforce Business lines
- Adapting best practices from other business lines- greater challenge to create dialogue between differently focused

## A Private Sector Perspective

- Frequent review of competitor’s models
- Implementation of novel approaches are driven by the procurement and proposal process
- Want the same or more service for less money
- Increasing pressure to achieve better outcomes
- Competitor pressure
- Pressure to innovate
- Substantiate innovation efficacy- seek “proof” from similar efforts or from research literature
- Conceptualize  Model – Pilot – Roll-out-
- Rarely a major redesign

## A Private Sector Perspective

-  DRA TANF Reauthorization Participation Requirements
- Our evaluation of the workload impacts indicated the current model we used for case management may not be viable
- Managers Convened to explore implications
- Varied by Region according to local policies
- Star Case Manager Initiative: what makes a case manager effective/ineffective? How did they spend their time?
- Business Process Flows clearly defined
- Examined points in the process flows where tasks could be reassigned

## Case Manager Responsibilities

## Revised Case Manager Responsibilities

## Putting a  Plan into Action

- Procurements drove the innovation
- Arizona and Tennessee Challenges
- DRA Changes and WPR Contract Language- shift/shared risk
- 30% was the best AZ All Family Work Participation Rate
- TN operated under waivers
- Both operated under “traditional” case manager models
- New Contract Requires
- AZ requires 50% All Family WPR
- TN requires 60% All Family WPR
- Getting there...

## Putting a Plan into Action

**Data Verification Center**
- Inbound call center
- 1-800 phone number receives all calls
- 60% of incoming phone calls are non-specific
-  Specific calls transferred to Case Manager
- Outbound Call Center
- Thousands of reminder and programmatic phone calls to participants
- Centralized Data Entry
- 100% of documents entered into case management software
- Documents are scanned, attached to electronic case files, and shredded
- Centralized Mail House
- Bulk printing and mailing
- Advanced Communication Technology

## Arizona Works

- Current DVC Results
- Automatic reminder call led to a 30% increase in show rates
- 20-30% increase in participant timesheet and other verification reporting
- Increase Work Participant Rate of 20-30%
- Mostly, it’s too early to tell.