You could take our word for it—or you could take the word of those who have worked with us. Frankly, we hope you do both.
I’ve seen a lot of initiatives and a lot of promises of process improvement come into human service organizations over the past 30 years, so when I first heard of the Change and Innovation Agency, I thought, ‘Here we go again.’ So I approached their process management solution differently. I gave them our hardest, largest, most dysfunctional offices. I set up stringent performance measures. If this was going to work, it had to work in the toughest sites. I thought I set them up to fail. They proved me wrong. In a big way.
Leona Hodges Divisions of Benefits and Medical Eligibility Arizona Department of Economic Security
“When we met C!A, we were in a tailspin. Our caseloads increased by 35 percent, we had a massive reduction in our workforce, we were under a hiring freeze, our timeliness rates were atrocious—in some offices they were down to 28 percent. We had no resources to meet the increased demand. They came in, calm and peaceful, and gave us control over that chaos. And that office with the abysmal timeliness rates, it’s operating at 98.2 percent. ”
Pankaj Bhanot Benefit, Employment and Support Services Division State of Hawaii Department of Human Services
“It all comes down to timeliness—how quickly you can deliver services to those who need them. That’s what our families care about, that’s what our legislators care about. With the transition to process management, we’ve turned our cycle time around. Applications that used to take 22 or 23 days to process, now take an average of 5.”
Ronald Kreher Director Department of Health and Social Services State of Alaska Division of Public Assistance