Chapter 7. Iowa

Management Methods, Customer Service (Process Improvement Teams)

Description/Goal

In 1996, Jim Hennessy, then Bureau Chief of Iowa's Bureau of Collections, brought together three regional staff members (one from each region of the state-administered program) and proposed they put into practice some of the principles learned in earlier Quality Improvement training. They would create and empower a variety of statewide process improvement teams in an effort to meet the tough goals established in the Bureau's strategic plan. The group agreed.

Very high on the list of goals: raising the percentage of cases with established orders from 72% to 90% by the year 2000, fully implementing welfare reform in all the agency's processes, and significantly improving customer service ratings.

The Bureau wanted to address several issues: lack of uniformity among offices, not enough communications and information sharing, unknown performance expectations, inconsistent productivity, automated systems issues. Thus they added to the wish list for the new teams: process improvements, determination of best practices, standards for excellence, statewide consistency, resolution of policy issues, better results, more efficiency, and improved teamwork.

Thirteen “PIT (Policy Improvement Team) Crews” were established, each specializing in one process:

Case set-up
Interstate
Income withholding
Special enforcement (all enforcement methods other than income withholding)
PC team - system development
Medical support
Review and adjustment
Establishment (includes paternity)
Customer Service and Case Resolution combined
Legal (identified issues that didn't fall within a process - such as forms)
Guidelines (use and interpretation of Iowa's child support guidelines)
Leadership (supervisors or managers)
Special projects (everything left over - such as mail)

Each team consists of two field staff who actually performed the process from each of the state's three regions, a supervisor, an attorney, a policy representative from the central office and one of the three regional project managers. Everyone is on an equal footing on the team - someone besides a supervisor serves as the team leader. Teams set their own meeting schedules. Members must serve at least one year, and no more than three years. All field staff performing that specific process are considered members of the larger statewide process team and provide input to the corresponding PIT Crew.

A group of Regional Project Managers (originally one from each region, now two from each region) provide oversight and facilitate the teams' work. They maintain liaison between their assigned teams and agency management. They train teams, see that they meet and track their work, providing facilitation and direction as needed.

Teams have taken on many tasks. Among them:

Teams tackled the backlog of policy issues that needed to be addressed in their areas. Solutions were submitted via “process improvement forms” for management approval.
Teams have taken on identifying and writing down “best practices” for each process - many never recorded before. Each team is developing a computer program covering its process. Included in the programs are linkages to supporting resources - such as the U.S. Code, federal regulations and state procedural directives and policy manual.
Teams have assisted with system certification - helping to develop new computer screens and reviewing systems development in their process area.
Teams have assisted in the development of a centralized customer service unit and a centralized employer unit for the state. The customer service team and the income withholding team provided input into the Request for Proposal process and the development, problem solving and coordination involved in the transition to privatized operation of these functions.
Teams have identified training needs.

Results

State staff are very excited about the results of the ongoing process improvement teams:

The percentage of cases in court-ordered status has increased from 73% at the end of 1996 to 87% by July 1999. Staff expect to meet the statewide goal of 90% of cases in court-ordered status by the end of 2000. (Some offices already exceed 90%; all exceed 80%.) With team leadership, a strategic review weeded out “old bad cases” for closure. Teams examined and addressed factors impeding establishment of orders - locate, interstate processing, logjams in the legal process. They focus on keeping cases moving.
While legislators had been critical about the level of customer service complaints they received, they now compliment the agency on improved customer service. Customer satisfaction surveys also show improved customer relations.
Members of the PIT Crews have become experts in their processes - setting a standard for others to meet. In addition they have honed their leadership and communications skills.
The state is nearly caught up on unresolved policy issues. According to Regional Project Manager Beck Seyffer, “Teams have developed really good relationships with the central office - it is no longer field versus central office. Because of meeting regularly, there are overall better communications and networking between central office and the field. We address problems more quickly and get quicker resolution.”

Location

Statewide.

Funding

Set up costs: $30,000 for facility rent, trainer fees, travel expense and supplies. Annual costs of the ongoing program - approximately $200,000 -- $120,000 to cover travel costs of the 165 staff serving as members of PIT Crews and meeting and related expenses, the balance for consultants and trainers. This activity is funded through the state funds and federal match of the IV-D program.

Replication Advice

Says Becky Seyffer, “Make sure managers block out time for staff to participate in teams. Reduce their workload at home if they are devoting a lot of time to the team.” “Get training in CQI - continuing quality improvement - either for everyone or for key staff who can train others. Give team members leadership and facilitation training - team leader training - if you can.”

“Don't be discouraged if people resist serving on teams,” says Seyffer. “Recruiting members was hard at first in Iowa. Now people volunteer because of the good experiences of those who have served.” “Teams can often overcome some reluctance to travel by using methods such as teleconferencing,” she adds.

Contacts

Rebecca S. Seyffer, Regional Project Manager, Child Support Recovery Unit, 3911 West Locust St, Davenport, IA 52804-3021, (319) 388-5524, fax 319-388-5550, e-mail: rseyffe@dhs.state.ia.us

Nancy Thoma, Bureau Chief of Collections, Bureau of Collections, 400 Southwest 8th St., Suite M, Des Moines, IA 50309-4691, phone 515-281-5767, fax 515-281-8854, nthoma@dhs.state.ia.us