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New Jersey Department of Labor

New Jersey Department of Labor

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New Jersey Department of Labor

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  1. New Jersey Department of Labor Unemployment Insurance Modernization Project BASELINE DESCRIPTION: SUMMARY REPORT January 2003

  2. Contents Summary Baseline Description Baseline Description Purpose, drivers and scope Approach and sources Opportunities for improvement Strategy needs to be clearly defined and a change program agreed Processes can be made more efficient and accurate People make the system work but need more support Organization does not fully align or enable the strategic vision Technology constrains Division business effectiveness Priorities going forward

  3. SUMMARY BASELINE DESCRIPTION

  4. Summary… OPPORTUNITIES FOR IMPROVEMENT NJDOL UI contains committed and hard working people; however it is not able to meet its time-lapse and quality targets or to reconcile its finances fully We have found many opportunities to modernize NJ UIto work efficiently and effectively and to improve its overall performance and customer service Strategy needs to be clearly defined – with action plan & projects agreed Processes can be made more efficient and accurate People make the system work, but need more support Organization does not fully align or enable a single, clear vision Technology constrains Division business effectiveness

  5. Summary… Strategy needs to be clearly defined - with an agreed, supporting action plan and projects NJDOL UI contains committed and hard working people; however it is not able to meet its time-lapse and quality targets or to reconcile its finances fully We have found many opportunities to modernize NJ UIto work efficiently and effectively and to improve its overall performance and customer service Strategy needs to be clearly defined – with action plan & projects agreed Processes can be made more efficient and accurate People make the system work, but need more support Organization does not fully align or enable a single, clear vision Technology constrains Division business effectiveness There are multiple visions, potentially diverging A clear vision is needed to steer the change program Strategy is not a component of UI culture No overall UI IT strategy driving architecture

  6. Summary… Processes can be made more efficient and accurate NJDOL UI contains committed and hard working people; however it is not able to meet its time-lapse and quality targets or to reconcile its finances fully We have found many opportunities to modernize NJ UIto work efficiently and effectively and to improve its overall performance and customer service Strategy needs to be clearly defined – with action plan & projects agreed Processes can be made more efficient and accurate People make the system work, but need more support Organization does not fully align or enable a single, clear vision Technology constrains Division business effectiveness Payment control could be tightened Early process inaccuracies create undiscovered rework Process hand-offs not sufficiently addressed Similar processes are undertaken across UI Customer access is constrained

  7. Summary… People make the system work but need more support NJDOL UI contains committed and hard working people; however it is not able to meet its time-lapse and quality targets or to reconcile its finances fully We have found many opportunities to modernize NJ UIto work efficiently and effectively and to improve its overall performance and customer service Strategy needs to be clearly defined – with action plan & projects agreed Processes can be made more efficient and accurate People make the system work, but need more support Organization does not fully align or enable a single, clear vision Technology constrains Division business effectiveness Staff ‘make the system work’ Impact of early retirement incentive has highlighted human resource management issues Mixed culture of old and new wave of employees

  8. Summary… Organization does not fully align or enable the strategic vision NJDOL UI contains committed and hard working people; however it is not able to meet its time-lapse and quality targets or to reconcile its finances fully We have found many opportunities to modernize NJ UIto work efficiently and effectively and to improve its overall performance and customer service Strategy needs to be clearly defined – with action plan & projects agreed Processes can be made more efficient and accurate People make the system work, but need more support Organization does not fully align or enable a single, clear vision Technology constrains Division business effectiveness Organization aligns to a number of visions UI management is historically centralized

  9. Summary… Technology constrains division business effectiveness NJDOL UI contains committed and hard working people; however it is not able to meet its time-lapse and quality targets or to reconcile its finances fully We have found many opportunities to modernize NJ UIto work efficiently and effectively and to improve its overall performance and customer service Strategy needs to be clearly defined – with action plan & projects agreed Processes have evolved over time, becoming sub-optimal People have made the system work, but need more support Organization does not fully align or enable a single, clear vision Technology constrains Division business effectiveness No overall IT strategy; unclear IT ownership and accountability Current IT applications and architecture are inflexible Information is in more than one place and inconsistent IT projects have inadequate governance, control and alignment

  10. BASELINE DESCRIPTION – MAIN REPORT

  11. Purpose, drivers and scope… Purpose and audience This Baseline Description will inform the Conceptual Business Architecture (blueprint for future service delivery) to be defined in Phase 2. In order to ground the blueprint in the reality of service delivery today – but not constrain it – we have focused on identifying: • a high-level summary of existing NJDOL UI operations • the major challenges facing UI staff in the course of their work This document is supported by detailed business and technical descriptions of the current state of UI. These documents together form the Phase One deliverable for the UI Modernization initiative. Our primary audiences are therefore • Senior Management, Income Security • Subject Matter Experts across UI • UI Modernization core team

  12. Purpose, drivers and scope… Drivers for the UI Modernization project The UI Modernization Project is responding to three major drivers: • A desire to ensure that modernization does not entrench current inefficient processes • A recognized need to replace UI information systems (primarily LOOPS) • The availability of funding for a large modernization effort (notably in the form of Reed Act monies)

  13. Purpose, drivers and scope… Scope of the Baseline Description – benefit programs covered The UI Modernization project is focused on developing a blueprint and strategic plan for the future delivery of unemployment insurance services. The benefit programs we are covering are: Unemployment insurance - Standard, in-state benefits - Interstate unemployment insurance - Combined wage claims UCFE (prior federal employees seeking unemployment benefits) UCX (prior US military employees seeking unemployment benefits) Disability During Unemployment Additional Benefits during Training Self-Employment Assistance Disaster Unemployment Assistance Trade Re-adjustment Act assistance

  14. Initial Claims Adjudication Continued Claims Appeals File new claim Adjudicate non-monetary issues Continued eligibility(self) certification Submit to appeal process (AT1) Re-open existing claim Eligibility review (on hold) Adjudicate lower authority appeal Detect eligibility issues Correspondence handling Make payment Adjudicate higher authority appeal Determine monetary eligibility Employer benefit non-charging Inquiry handling and problem resolution Report production Control Benefit Payments Detect wage benefit conflict Trace checks Conduct field investigation Process refunds Collect repayments Receive allegations Redeposit checks Conduct in-house investigation Process wage garnishments Monthly billing Manage legal collections Process child garnishments Quality Control Develop federal plans & reports Conduct federal evaluations Conduct adjustment center evaluations Provide other management info Procedures training Policies and Procedures Develop & maintain procedures Develop andmaintain publiccommunications materials Maintain web site content Provide case digests Respond to legislation Handle web site correspondence Develop and maintain forms Management Control Strategy and planning Oversee performance Staffing and budget Maintain facilities and equipment Management reporting (RCC) Non-personnel support Systems Control Application development System test Provide hardware Application management Technical issue resolution Website management Security management Provide helpdesk Network management Infrastructure management Manage servers Purpose, drivers and scope… Scope of the Baseline Description – processes covered Deliver policy Develop & monitor policy Support policy

  15. How to make it What happens work in practice? now? How should it Why does it happen? happen? Approach and sources… Approach to the Baseline Description phase Phase 1, the baseline description, is the main tool - and process - to inform a creative yet realistic blueprint for the future. We have focused on understanding the causes of current performance – both positive and negative – as the real indicators of where and how to improve. Ideal Current Phase 3, Strategic plan  3 1 Start Reconstruct Phase 1 Deconstruct  Phase 2, Blueprint 2 1

  16. Approach and sources… Interview schedule for the Baseline Description (1) Sources were interviewed over the course of the site visits below. We would like to thank everyone who made time to talk to the consultant team. Business description site visits Addition: Kevin McCabe and Doug Placa were also consulted on UI Modernization.

  17. Approach and sources… Interview schedule for the Baseline Description (2) Sources were interviewed over the course of the site visits below. We would like to thank everyone who made time to talk to the consultant team. Technical description site visits The team also had ongoing assistance from OIT (Connie Maxson, Tony End, Carol Spisak), DIT (RoseLynne Zamparelli) and UI Systems Management (Frank Buonvino).

  18. Cost of administering a claim… Cost of administering claims • Total ‘02 costs for UI division $89.6M • Total number of initial claims 861K • Total number of valid claims 503K - i.e. where payment made and resulted in 1099G • Average cost of administering… • … Each initial claim $104 / claim • … Each valid claim (where payment made and resulted in 1099G) $178 / claim • Note, All figures are for Federal year 2002(October 2001 – September 2002) • Sources: 61 Report, Status of Obligational Authority 92102 UI Grants, November 2002; 1099G summary report, 2002; total initial claims for 2002 as cited by David Socolow in October 11 DOL Retreat presentation. • Total costs include direct personnel and capital costs, cross-charge from Tax/Employer Accounts, DIT and OIT charges, management and support overhead, covering all UI benefits including DDU.

  19. Opportunities for improvement NJDOL UI contains committed and hard working people; however it is not able to meet its time-lapse and quality targets or to reconcile its finances fully We have found many opportunities to modernize NJ UIto work efficiently and effectively and to improve its overall performance and customer service Strategy needs to be clearly defined – with action plan & projects agreed Processes can be made more efficient and accurate People make the system work, but need more support Organization does not fully align or enable the strategic vision Technology constrains Division business effectiveness

  20. Strategy needs to be clearly defined - with an agreed, supporting action plan and projects NJDOL UI contains committed and hard working people; however it is not able to meet its time-lapse and quality targets or to reconcile its finances fully We have found many opportunities to modernize NJ UIto work efficiently and effectively and to improve its overall performance and customer service Strategy needs to be clearly defined – with action plan & projects agreed Processes can be made more efficient and accurate People make the system work, but need more support Organization does not fully align or enable the strategic vision Technology constrains Division business effectiveness There are multiple visions, potentially diverging A clear vision is needed to steer the change program Strategy is not a component of UI culture No overall UI IT strategy driving architecture

  21. There are multiple visions, potentially diverging … Although the Division has standard short-term objectives and targets… 2002 – 2003 goals* Timeliness Increase % of ‘initial payments within 21 days’ from 88.7% to 90% Increase % of ‘separation issues adjudicated within 21 days’ from 58.2% to 80% Decide 60% of AT cases within 30 days Quality/Integrity Increase % of ‘non-monetary determinations scoring 80% or higher on QPI’, to 80% from 61.8% Improve ratio of recovery to detection of 74.32% for fraud cases, and 83.2% for non-fraud cases Accessibility More responsive customer service Source: Presentation by David Socolow, NJDOL Managers Retreat, October 11, 2002

  22. There are multiple visions, potentially diverging … …there is no single, shared vision for the long-term Example diverging visions encountered during Baseline Description phase site visits and meetings: “UI is the carrot that brings people into employment services, through the One-Stop…” “Move people towards the phone [for better, faster service]” “Our mission must be to enable re-employment” “We are about benefit delivery.” “Greater integration with Workforce New Jersey” Each of these individual visions has differing implications for the way the Division organizes and delivers services

  23. There are multiple visions, potentially diverging … … in fact, the vision and objectives articulated during the November UI Modernization workshop still need clarification We envision that UI Modernization will revolutionize the delivery of unemployment insurance services to the workforce community. In partnership with our customers, we will enhance access to UI services – through online claims, report filings, benefit charges, issue resolution, adjudication and interfaces with other agencies - while ensuring the integrity of the trust fund. We will provide our staff with the tools, resources and training to complete their mission. Customers will benefit from easier access to a broader spectrum of services provided through accelerated communication and in partnership with the workforce community. • Free up our customers to focus on reemployment • Easy to use, be accessible • Be fair and equitable • Be integrated with related services (at least w/in DOL) • Communicate clearly and understandably on all occasions, with all stakeholders • Maintain integrity (benefits, system, data, trust fund) • Be supported by a knowledgeable and empowered workforce • Have self-service options (AI, workflow) • Be flexible to change – with legislation • DOL will be self-reliant in running system • Modernization will be achieved with reasonable cost New Jersey DOL will set new standards in unemployment insurance services by providing a fair, friendly and quality experience to the workforce community.

  24. There are multiple visions, potentially diverging … … in fact, the vision and objectives articulated during the November UI Modernization workshop still need clarification • Example: ‘Free up customers to focus on reemployment’ could mean • make current UI services as efficient as possible Or • imply significant integration of UI/ES services We envision that UI Modernization will revolutionize the delivery of unemployment insurance services to the workforce community. In partnership with our customers, we will enhance access to UI services – through online claims, report filings, benefit charges, issue resolution, adjudication and interfaces with other agencies - while ensuring the integrity of the trust fund. We will provide our staff with the tools, resources and training to complete their mission. Customers will benefit from easier access to a broader spectrum of services provided through accelerated communication and in partnership with the workforce community. • Free up our customers to focus on reemployment • Easy to use, be accessible • Be fair and equitable • Be integrated with related services (at least w/in DOL) • Communicate clearly and understandably on all occasions, with all stakeholders • Maintain integrity (benefits, system, data, trust fund) • Be supported by a knowledgeable and empowered workforce • Have self-service options (AI, workflow) • Be flexible to change – with legislation • DOL will be self-reliant in running system • Modernization will be achieved with reasonable cost New Jersey DOL will set new standards in unemployment insurance services by providing a fair, friendly and quality experience to the workforce community. Where should we prioritize?

  25. A clear vision is needed to steer the change program … Without a clear strategic vision, shared by all senior management, the delivery of the Modernization project will be at risk… Vision defines desired future state Vision & objectives Objectives are the core goals to achieve Blueprint is the high level organization, process, people and technical design needed to deliver the vision and objectives Blueprint Strategic plan details how each objective will be delivered – and how each project contributes to delivering the objectives Strategic plan Delivery of Modernization Project The vision needs to be translated into more concrete objectives and agreed to ensure that UI Modernization project delivers change aligned to your strategic vision.

  26. A clear vision is needed to steer the change program … … For example, ‘further UI - Workforce New Jersey integration’ could translate into very different objectives and projects Greater integration could mean… Service delivery is merged, with UI and Workforce New Jersey employees becoming ‘Department of Labor’ representatives, working across all aspects of reemployment A single managerial hierarchy Individual ‘learning accounts’ managed by UI, with services delivered by ES Limited real integration – simply improving the current hand-offs …which could lead to projects which: Define and implement end-to-end systems and performance measures Integrate the two organizations Launches a new service Focus solely on performance improvement within the Division The vision needs to be translated into more concrete objectives and agreed to ensure that UI Modernization project delivers change aligned to your strategic vision.

  27. Strategy is not a component of UI culture… The existing UI culture is not used to long-term, strategic planning Every day, ‘fire-fighting’ is needed to patch the current complex system of programs and support functions Political cycles typically demand short-term action Recent people shortages have reinforced need to deal with short-term issues first People often have to react to legislation, which may have immovable deadlines, rather than planning forward Civil service system can lead to stagnation through a ’wait ‘em out’ philosophy Service is traditionally delivered and funded through program silos (UI, DDU, Interstate…), constraining ability to think strategically A successful strategic plan must take these ‘disincentive’ factors into account

  28. No single IT strategy or vision for UI Division there are differing IT visions for UI from OIT, DIT and UI Systems Management DOL IT plan has become out of date UI Division’s IT architecture decisions are decided on a case by case basis leads to complications with operational support and maintenance of systems e.g. problems with RCC application due to its individual architecture approach maintains enhancements of two architectures, with associated additional support costs Limited development of strategic, shared components leading to overall more complex and expensive to manage IT architecture No single ownership and responsibility for overall design and IT strategy No overall IT strategy; unclear IT ownership and accountability UI does not have an overall IT strategy driving architecture

  29. Processes can be made more efficient and accurate NJDOL UI contains committed and hard working people; however it is not able to meet its time-lapse and quality targets or to reconcile its finances fully We have found many opportunities to modernize NJ UIto work efficiently and effectively and to improve its overall performance and customer service Strategy needs to be clearly defined – with a change program agreed Processes can be made more efficient and accurate People make the system work, but need more support Organization does not fully align or enable the strategic vision Technology constrains Division business effectiveness Payment control could be tightened Early process inaccuracies create undiscovered rework Process hand-offs not sufficiently addressed Similar processes are undertaken across UI Customer access is constrained

  30. Early process inaccuracies create undiscovered rework … Accurate claim capture is critical for efficient benefit delivery Inaccuracies or incomplete information at these three key points in particular cause rework later in the process In 2002, the Division faced great challenges recently in ‘getting it right first time’ – not least owing to lack of experienced resources

  31. Early process inaccuracies create undiscovered rework … Inaccurate claim capture leads to later rework… Rework Rework Rework Some rework is inevitable. However, many cases require re-work due to a lack of full data – leading to poorly informed decisions early in the process

  32. QUALITY QUALITY TIMELINESS TIMELINESS Early process inaccuracies create undiscovered rework … Rework impacts both quality and timeliness Cause / event Rework Impact No response from employer in time Claim agent takes claimant affidavit Employer not aware of request Wage and Sep info (BC2WR) not available at monetary exam Example 1* Request passed to employer agent Claim agent re-sends form to employer agent BC2WR in adj. center mail pile Wages include severance pay WAGE data based on Sun-Sat week Various teams work to reconcile. Full reconciliation not possible. UI version of wage / weeks entered in LOOPS and used for benefit calculations Example 2 Claimant states extra weeks worked WAGE data not split over weeks

  33. Early process inaccuracies create undiscovered rework … Rework is remaining undiscovered until it becomes an issue Example Currently, the principle applied is that it is the customer’s responsibility to appeal a determination or decision – whether or not the cause of the inaccurate decision may be an agency failure. This could be considered a risk because: Customary quality management activities have decreased - Supervisors are stretched, impacting oversight of adjudications - Managers focused on improving resource levels - Staff in Technical Resource Unit deployed to claims processing, to boost productivity and timeliness; in-house performance evaluations consequently suspended Additionally, claims are not reviewed between stages of the process – for example, so that issues are only identified at an appointment.

  34. Early process inaccuracies create undiscovered rework … The need for rework is exacerbated because staff are not aware of the full end-to-end process Take initial claims Adjudication Center Adjudicate claims RCC / One-Stop Process continued claims Manage appeals RCC AT / Board of Review ? ? ? ? • For example, staff in RCCs, One-Stops are often unaware of the impact of their work later down the process – and therefore do not understand the importance of the initial information to be captured • Staff orientations do not include a ‘big picture’ description – covering the process and the different programs

  35. Early process inaccuracies create undiscovered rework … Going forward, rework should be managed as a core factor in ongoing performance Sole factors usually considered

  36. Early process inaccuracies create undiscovered rework … One Stop and RCC inquiries illustrate process failures with greatest claimant impact Potential process failure Finding 24% inquiries - claimants who ‘had not received a check’ (65 calls) Mail may be late; check mailed to wrong address IVR too complex / call queue discourages claimants to wait for a RCC agent 12% inquiries - claimants who were pended in the IVR during self-certification (33 calls) Trenton One-Stop, phone & in-person IVR too complex / call queue discourages claimants to wait for a RCC agent 12% inquiries - claimants with a general inquiry who couldn’t get through on the phone (32 calls) IVR too complex / call queue discourages claimants to wait for a RCC agent 19% inquiries - claimants who were pended in the IVR during self-certification (335 calls) Freehold RCC 12% inquiries - claimants who ‘had not received a check’ (220 calls) Mail may be late; check mailed to wrong address Mail may be late; check mailed to wrong address 9% inquiries - claimants who had eligibility questions (168 calls) Source: short survey undertaken at Trenton One-Stop and Freehold RCC, w/e January 17, 2003. Results provide a snapshot only; they are not intended to be statistically robust.

  37. Process hand-offs cross multiple boundaries… The new UI Operations structure has focused on improving the core claims process through specialization Old model Local Office Local Office Local Office Local Office Local Office Local Office Local Office Local Office Local Office Local Office Local Office Change New model One Stops Reemployment Call Center Reemployment Call Center One Stops Reemployment Call Center One Stops Adjudication Center Adjudication Center Adjudication Center Adjudication Center Adjudication Center Both RCC and Adjudication Center staff have reported that the new structure has enabled them to focus on the core of their work: processing claims

  38. Process hand-offs cross multiple boundaries… However, creating specialist units increases the complexity of process hand-offs Claimant Claimant Claimant Claimant Claimant Claimant Claimant Under the old model, a claimant was handled at a single local office Local Office Local Office Local Office Local Office Local Office Local Office Local Office 1 – Initial claim, RCC 2 – Monetary examination, Adjudication Center 3 – Claimant brings in pay stubs, One Stop 4 – Non-monetary adjudication, Adjudication Center 5 – Self-certification, RCC (potentially) 6 – Claimant inquiry, One Stop In the new model - even in a straight-forward case - a claim will now be handled by a number of different members of UI staff, often in different offices, multiple times. This increases the potential for communications failures. Claimant 1 5 3 6 Remote Call Center One Stops 2 4 Adjudication Center Adjudication Center

  39. Process hand-offs cross multiple boundaries… Process hand-offs have not yet been sufficiently addressed Claimant • Efficient hand-offs are constrained by • location of and access to information • difficulties in claim tracking • many claims still being paper-bound, when hand-offs are across geographically dispersed offices • sharing workload across geographically dispersed offices when claims are paper-bound 1 5 3 6 Remote Call Center One Stops 2 4 Adjudication Center Adjudication Center At time of writing, the number and types of hand-offs are additionally confused because some areas of the State have not yet migrated to the new operations model.

  40. Process hand-offs cross multiple boundaries… In addition, processes have evolved to include inefficient steps Over time, some processes have needed to be changed in response to external factors (most commonly, legislation). Efficient process designed In the beginning… Process tweaked … in response to legislation… Tweaks becomes working practice … months and years following

  41. Similar processes are undertaken in isolation… Different parts of UI independently follow similar processes (1) In-state UI claims, TUC claims, UCX/UCFE claims, TRA Collateral claims Interstate claims Disability during unemployment SEA ABT One Stop RCC Adjudication Center Workforce New Jersey        Initial claims         Detect eligibility issues Determine monetary eligibility              Employer benefit non-charging       Adjudicate non-monetary issues Continued eligibility certification         Make payment       

  42. Similar processes are undertaken in isolation… Different parts of UI independently follow similar processes (2) In-state UI claims, TUC claims, UCX/UCFE claims, TRA Collateral claims Interstate claims Disability during unemployment SEA ABT One Stop RCC Adjudication Center Workforce New Jersey Correspondence handling               Inquiry handling         Report production Note: we have shown correspondence handling being undertaken at the Adjudication Center only, as the Division is migrating towards the new operations model, where that will be the standard (for most UI programs).

  43. Similar processes are undertaken in isolation… Process similarity can become an asset • Fundamentally, the same basic processes are undertaken across all UI benefit programs. • Different eligibility requirements may apply – as well as some legislated differences in procedure – but the similarity of benefit payment processes is an important asset on which to capitalize: if structured correctly, knowledge, tools and resources can be shared across similar processes relatively easily.

  44. Similar processes are undertaken in isolation… Yet these similar processes are often followed in isolation Benefit programs are handled according to their differences, not according to their similarities. Example impacts: • Inconsistent claimant experience Example: A claimant transferring from UI to DDU no longer contacts a RCC supported by an IVR • Learning and best practice are not always shared Example: The Trenton Interstate Claims Unit waits an average of three weeks before conducting a non-monetary examination. When the core UI program moved to processing non-monetary exams at the start of the claim, the Interstate Unit was unaware and continued with the old process. (They are now moving toward the new approach). • Tools are provided to address issues on a program by program basis Example: Division is considering extending the RCC application for its Interstate unit – an idea that arose in the field, after implementation Example: not all adjudication centers have voicemail, but all units undertaking adjudications require ongoing contact with claimants and employers • Claim agents may not identify multiple program eligibility for each claimant UI is duplicating resources and providing an inconsistent experience for customers

  45. Customer access is constrained… Claimant access is constrained by NJDOL UI issues Phone access constraints • RCCs are inundated with calls resulting in long call queues, claimant calls being blocked (by social security number) and calls simply being ‘dropped’ by the IVR system • Claimants wait in call queues for long periods (30-40 minutes is not uncommon), which increases the cost of access significantly • The IVR and RCCs are open core business hours (the IVR is constrained by LOOPS’ nightly batch processing) • 411 cannot yet provide claimants with the appropriate phone number to access the UI service they require In-person access constraints • The name ‘One-Stop’ is now used by many government agencies for customer access points. Result is confusion about where to go • Some One-Stops are located in areas difficult to access without a car Web access constraints • Web access is currently limited to claim filing, with certification planned

  46. Customer access is constrained… Employer access is also limited by NJDOL UI constraints Employers also find interaction with UI problematic: • UI staff is now receiving email addresses with the roll-out of new PCs - Staff differ as to whether they will encourage employers to access them via email - Procedures to enable use of email without compromising privacy have not yet been developed • Many units within UI do not have voicemail, yet the staff can be difficult to reach because they work on the phone continuously • Employers – as well as claimants – can find forms difficult to complete • Employers – and claimants – can only file an appeal in writing Employers express frustration that UI focuses on improving claimant access above employer access. They are discouraged that they are limited to using mail, paper-based, hand-written correspondence.

  47. Payment control could be tightened… Prevention of fraud and overpayments has suffered recently… Prevention of fraud and overpayments has become increasingly constrained by a combination of deliberate policy decisions and indirect factors: • The move from in-person claim filing to phone and internet filing has reduced agents’ ability to identify potential fraud at the first stage • Eligibility reviews were informally suspended over 1999 - 2001 • Continued claims certification requirements were eased in December 2000 • Over the past year, Benefit Payment Control lost staff to assist with core claims processing. As a result, the number of investigations reduced • BPC investigates 12% of wage:benefit cross-match results • Under the current process and system set-up 656 staff (65% of total) have payment authority and 40 (4% of total) have A250 access (LOOPS re-write access) • There is also inconsistency in how security procedures are followed – for example, identification is not always requested in One Stops

  48. Payment control could be tightened… …however, NJDOL UI recognizes the need to re-emphasize early detection and prevention of fraud and overpayments UI is planning to increase the number and use of cross-matches with other State systems to catch potential overpayments and fraud as early as possible in the process. The new hire cross-match, at entry of the claimant’s social security number, is anticipated to be the most important component. This move will clearly help to improve payment control. The full process, workload and organizational implications of moving prevention activity into the initial claims process however needs to be planned carefully, to minimize impact on all performance targets.

  49. People make the system work but need more support NJDOL UI contains committed and hard working people; however it is not able to meet its time-lapse and quality targets or to reconcile its finances fully We have found many opportunities to modernize NJ UIto work efficiently and effectively and to improve its overall performance and customer service Strategy needs to be clearly defined – with a change program agreed Processes can be made more efficient and accurate People make the system work, but need more support Organization does not fully align or enable the strategic vision Technology constrains Division business effectiveness Staff ‘make the system work’ Impact of early retirement incentive has highlighted human resource management issues Mixed culture of old and new wave of employees

  50. Staff make the system work… Your people make the system work • Managers consistently reported to the consulting team that their offices were filled with great people, giving 100% and more. Our observations support them. • People across the Division of UI: • Believe in the importance of the services they provide • Continue to work hard to deliver benefits, having lost a large number of experienced colleagues • Work together to resolve emergencies • Support other offices when workload becomes disproportionately heavy • Work overtime when requested • Deal with the frustration that older, non-integrated systems can bring - including developing work-arounds when needed