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Missouri Governor's Award for Quality and Productivity 2018 PDF

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Governor’s Award for Quality and Productivity Categories Include: Customer Service, Efficiency and Process Improvement, Innovation and Pinnacle Award Governor of Missouri Coordinated By: Office of Administration Division of Personnel Center for Management and Professional Development http://training.oa.mo.gov GOVERNOR’S AWARD FOR Governor’s Award for QUALITY AND PRODUCTIVITY Quality and Productivity Program Description The Governor’s Award for Quality and Productivity (GAQP) is a team award recognizing service excellence, efficiency/process improvement, and innovation, in Missouri State Government. Teams employed by the State of Missouri, who successfully complete a project with another section, division, department, agency, or community organization are eligible to submit a nomination. Nominations must provide documentation which may include, but is not limited to, background information, procedures, and measurable impact of the project nominated. All winning projects must meet established requirements of effectiveness, responsiveness, and efficiency of such quality that would make the project a model of excellence in state government nationally. The GAQP through the Years The GAQP was originally established in 1988. At that time, nominations could be submitted for a project that was completed and received department/agency approval. The nominations were reviewed by a Selection Committee based on a set of criteria. Award winners were identified, and sometimes multiple winners were awarded in one criteria area. Improvements continued to be made to the GAQP over the years. In 2001, the use of specific award categories was introduced. The most recent enhancement to the GAQP program was the implementation of the Pinnacle Award in 2010. The Pinnacle Award is not available for nomination. It is only used (recommended) by the Selection Committee if, in their opinion, the nomination clearly encompasses multiple award categories in a manner that exemplifies the spirit of the Governor’s Award, or exceeds all other nominations. Today the GAQP may recognize winning teams in three categories: Customer Service, Efficiency/ Process Improvement, and Innovation, to serve as a model of efficiency, quality, and effectiveness for other work teams to follow in Missouri State Government. 19 nominations were received for consideration representing nine state agencies. Today we recognize and congratulate each winning team. GOVERNOR’S AWARD FOR Governor’s Award for QUALITY AND PRODUCTIVITY Quality and Productivity Program Description The Governor’s Award for Quality and Productivity (GAQP) is a team award recognizing service excellence, efficiency/process improvement, and innovation in Missouri State Government. Teams employed by the State of Missouri, who successfully complete a project with another section, division, department, agency, or community organization are eligible to submit a nomination. Nominations must provide documentation which may include, but is not limited to, background information, procedures, and measurable impact of the project nominated. All winning projects must meet established requirements of effectiveness, responsiveness, and efficiency of such quality that would make the project a model of excellence in state government nationally. The GAQP through the Years The GAQP was originally established in 1988. At that time, nominations could be submitted for a project that was completed and received department/agency approval. The nominations were reviewed by a Selection Committee based on a set of criteria. Award winners were identified, and sometimes multiple winners were awarded in one criteria area. Improvements continued to be made to the GAQP over the years. In 2001, the use of specific award categories was introduced. The most recent enhancement to the GAQP program was the implementation of the Pinnacle Award in 2010. The Pinnacle Award is not available for nomination. It is only used (recommended) by the Selection Committee if, in their opinion, the nomination clearly encompasses multiple award categories in a manner that exemplifies the spirit of the Governor’s Award, or exceeds all other nominations. Today the GAQP may recognize winning teams in three categories: Customer Service, Efficiency/ Process Improvement, and Innovation, to serve as a model of efficiency, quality, and effectiveness for other work teams to follow in Missouri State Government. 19 nominations were received for consideration representing nine state agencies. Today we recognize and congratulate each winning team. GOVERNOR’S AWARD FOR Governor’s Award for QUALITY AND PRODUCTIVITY Quality and Productivity SCSHCEHDEDUULLEE OOFFE EVVENETNS TS Efficiency/Process Improvement SLPRC - Nursing Recruitment and Retention DepartmentofMental Health WELCOME AND RECOGNITION OF DIGNITARIES DMHTeam Members Cheryl Anderson-Hawkins, RN YEvoMnnCe FEinEc h Jan Randazzo Aaron Atkins Drew ErdmannJ,i mChHiaenfs oOn,pReNrating Officer Blake Sc hneider, LCSW Bary Barham Shaunte Harris, MSN Nichole Scroggins Gwen Boyd, MSN Sherry Hill Maggie Shepherd Cathy Brown Brittany King Mary Steinhoff, MSN SINGING OF THE NATIONAL ANTHEM Dakota Dancy Michael McFarlane Felix Vincenz, Ph.D. Lisa EllAiss, hPtho.Dn. Kever and Andrea ArwJeim, DMeiptcaherltlm,LeCnStW of Economic DDeevmeeltoripusm Weinlsto n KEYNOTE SPEAKER The Challenge: The St. Louis Psychiatric Rehabilitation Center (SLPRC) has been continually challenged with high turnover among its nursing ranks, regardGleossv eofr nskoilrl mMixi,c whiathe lu nLa.c cPepatrasbolen tu rnover in Psychiatric Technicians (PTs), Licensed Practical Nurses (LPNs), andRegistered Nurses (RNs). In the course of two years, the entire population of PTs would be replaced more than twice over, with less than a fifth of the professional nurses remaining to provide the supervisoryoversightaAndWdirAecRtiDon PneRedEedSbEyNaTgrAouTpIoOfNpaSra pTroOfe sWsioInNalsN thIaNt Gco mTpErisAedM 37S% of the entire SLPRC workforce. This turnover of staDffr leewd t oE dridffmicualntiens, inC choinetfin Ouitpye orfa ctairne,g s tOafff faincde rclient safety co ncerns, and large supplementalovertimerequests. Casey Osterkamp, Director, Office of Administration/Division of Personnel The Goal: Reduce the average number of PT,LPN, and RN vacancies, and reduce the annual turnover percentages of these classifications. For RN’s alone, the goal was a 20% reduction in the turnover with a cost avoidance of $112, 872. Winning Projects Project Implemented: • Adopting a private sector schedule for RNsand LPNs Conversion of RN/LPN shifts from 8 hours to 12 hours Customer oService Innovation Provision of the option for 0.9 FTE employment o UnemployomenDte Ivneslouprmanencte o Cf al aPirmecse pItnotra pkreo g ram Discover Nature Schools Team Cross-TraioningC oInnvietirasitoivn eo f vacant LPN positions to RNsDepartment of Conservation • Use of Robust Process Improvement to reduce costs, errors, and inefficient processes Department of Labor and Industrial Relations • Commitment to Trauma Informed Care, recognizing pervasive chronic stress and trauma exposure in behavioral health settings Efficiency/oProAcedsosp Itimonp orfo avne mAsesnatu lted Staff Action ProgrPaminnacle award Utilization of Alive and Well training provid ed by the St. Louis Regional Health Commission to o SLPRC - Nursing Recruitment and Retention TMA (Truck Mounted Attenuator) Flagger mitigatethetoxichealtheffectsof chronicstress Department of MUteilniztaatli oHne oafl tthra ining adopted from the RaciDal eEpqaurittmy eLneta ronfi nTgr aEnxscphoanrtgaetion o Ro•ad tCoo 1m0m0i%tm ent to the enhancement of staff satisfaction for Direct Care Staff through the Use of listening sessions Departmenot of Revenue Movement away from a punishment/investigation model for staff discipline toward a system o improvement model. This includes a commitment to § Career progression opportunities for PTs § Peer mentorship program for PTs § Commitment to hiring in anticip ation of attrition Results: • Highlights of these efforts for FY18 were: • For Psychiatric Technicians Reception 60.1% decrease in vacancies to a rate 1.3 % below the statewide benchmark for the Missouri Hospital Reception ono the Third Floor of the Rotunda hosted by the Office of Administration/Division of Association (MHA) Personnel following award presentation 16.7% decrease in turnover o • For LicensedProfessional Nurses 40% decrease in turnover o • For Behavioral Health Registered Nurses 54.2% decrease in vacancies to a rate 9.1% below the MHA benchmark o A 25% decrease in turnover, exceeding the hospitals initial cost avoidance of $112,872 o Impacton facility culture: These accomplishments were exceptional in transforming the hospital’s organizational culture and the safety of its environment for both patients and staff. FORMOREINFORMATION ABOUTTHISPROJECTAND TEAM,PLEASE CONTACT DR.FELIXVINCENZ: [email protected](314)877-5988 GOVERNOR’S AWARD FOR Governor’s Award for QUALITY AND PRODUCTIVITY Quality and Productivity SELECSTEILOECNTI OCNO CMOMMMIITTTTEEEE MMEEMMBEBRESRS Efficiency/Process Improvement SLPRC - NursinJgo Rhne cMruoistlmeye nt and Retention Deputy DireDcteopra, rDtmiveinstioonfM ofe nPtarol bHaetaioltnh and Parole Department of Corrections DMHTeam Members Cheryl Anderson-Hawkins, RN SYhveoinlnae TFiannchnehill Jan Randazzo Aaron Atkins JimHanson,RN Blake Schneider, LCSW Deputy Director, Children’s Division Bary Barham Shaunte Harris, MSN Nichole Scroggins Department of Social Services Gwen Boyd, MSN Sherry Hill Maggie Shepherd Cathy Brown Brittany King Mary Steinhoff, MSN Dakota Dancy MiKchearerl iM TcuFtatrllea ne Felix Vincenz, Ph.D. Lisa Ellis, Ph.D. Director, Center for ManJiamgeMmitecnhet lal,nLdC PSWrofessional DeveDleompemtreiunst W ilson Office of Administration/Division of Personnel The Challenge: The St. Louis Psychiatric Rehabilitation Cen ter (SLPRC) has been continually challenged with high turnover among its nursing ranks, regardless of skSilhl amriix ,L weiPtha ugnea,c CcePptAab le turnover in Psychiatric Technicians (PTs), Licensed PracticalC Nhuiersfe sB (uLdPgNest) ,O anfdfiRceerg,i sDteirvedis Niounrs eosf (FRiNnsa)n. cInia tlh ae ncdou Arsed mof itnwios tyreaatirvs,e t hSee ernvtiircee pso pulation of PTs would be replaced more than twice over, with less than a fifth of the professional nurses remaining to provide the Department of Elementary and Secondary Education supervisoryoversightanddirectionneededbyagroupofparaprofessionals that comprised 37% of the entire SLPRC workforce. This turnover of staff led to difficulties in continuity of care, staff and client safety concerns, and large Karen Miller supplementalovertimerequests. Organizational Performance Specialist, Transportation Planning The Goal: Reduce the average number of PT,LPN, and RN vacancies, and reduce the annual turnover percentages of Department of Transportation these classifications. For RN’s alone, the goal was a 20% reduction in the turnover with a cost avoidance of $112, 872. Project Implemented: Mike O’Connell • Adopting a private sector schedule for RNsand LPNs Director of Communications, Director’s Office Conversion of RN/LPN shifts from 8 hours to 12 hours o Department of Public Safety Provision of the option for 0.9 FTE employment o Development of a Preceptor program o Conversion of vacant LPN positiDonasr tloe RnNe sRobinett o • Use of Robust Process ImprovemeDnti troe cretdourc oe fc oHstusm, earrno rRs, easnodu inrcefefsic ient processes • Commitment to Trauma Informed CarDe, erpecaorgtmnizeinngt opef rRvaesviveen cuhero nic stress and trauma exposure in behavioral health settings Adoption of an Assaulted Staff Action Program o Wanda Seeney Utilization of Alive and Well training provided by the St. Louis Regional Health Commission to o Pmuibtilgiact eInthfeotromxiacthioenal tOheffffieccetrs/oCfo cmhromnuicnsittrye sOs utreach and Marketing Director Utilization of training adoptedC forommm thises Rioacniearl ’Esq Ouitfyf iLceea rning Exchange o • Commitment to the enhancement of sOtaffff iscaeti sofafc Atiodnm foirn Disitrreactti Conar e Staff through the Use of listening sessions o Movement away from a punishment/investigation model for staff discipline toward a system o Debra Walker improvement model. This includes a commitment to § Career progression oAppcotirntugn iDtieesp fuort yP TDsirector § Peer mentorship Dpreopgraarmtm foern Pt Tosf Mental Health § Commitment to hiring in anticipati on of attrition Results: Michelle Hallford • Highlights of these efforts for FY18 were: Human Resource Manager • For Psychiatric Technicians Governor’s Office 60.1% decrease in vacancies to a rate 1.3 % below the statewide benchmark for the Missouri Hospital o Association (MHA) 16.7% decrease in turnover o • For LicensedProfessional Nurses 40% decrease in turnover o • For Behavioral Health Registered Nurses 54.2% decrease in vacancies to a rate 9.1% below the MHA benchmark o A 25% decrease in turnover, exceeding the hospitals initial cost avoidance of $112,872 o Impacton facility culture: These accomplishments were exceptional in transforming the hospital’s organizational culture and the safety of its environment for both patients and staff. FORMOREINFORMATION ABOUTTHISPROJECTAND TEAM,PLEASE CONTACT DR.FELIXVINCENZ: [email protected](314)877-5988 GOVERNOR’S AWARD FOR QUALITY AND PRODUCTIVITY WINNING TEAMS CUSTOMER SERVICE Customer service Unemployment Insurance Claims Intake Cross-Training Initiative Mo. Division of Employment Security Department of Labor and Industrial Relations DOLIR Team Members Amber Bicker Matthew Hankins Cassie Peterson Jared Brockman Ryan Hickey Jason Pinkston Amy Brune Patty Loehr Scott Stimson Holly Bruno DeSheila Milton Anthony Vaughan Robert Creek Ron Miller Candace Williams Patrick Curry JoAnn Molden Darcy Woerner The Challenge: Every winter unemployment claims increase to account for seasonal layoffs predominately in the construction and tourism industries. It is not uncommon for nearly 25% of an entire year’s initial Unemployment Insurance (UI) claims workload to occur during the winter months of December and January. This annual increase in claims regularly outstripped the capacity of full-time staff serving in the Unemployment Insurance Benefits Section resulting in more unanswered calls, increased average phone wait times, increased claims inquiry calls to the agency helplines, and increased time in resolving claims issues that may directly impact the claimants' timely access and receipt of benefits. The goal of the project was to significantly improve responsiveness and customer service in processing UI claims. Primary target improvements were lower average wait times for customers, an increase in the number of calls answered, and a reduction in deflected calls effectively resulting in the timely processing of UI claims, quicker resolution of claims issues and ultimately greater customer satisfaction. Project Implemented: The Employment Security Division leadership created a vision to handle the spike in initial UI claims. Management executed an agency-wide workforce development initiative and assembled a cross-divisional team for intensive initial claims intake cross-training. Employees from every section of the Division of Employment Security received classroom simulation-based training and were then paired with experienced claims staff to both observe and put their training to use in a controlled setting. Over 100 staff members rose to the call, spending a portion of each week away from their regularly assigned duties to staff the front lines of the agency’s claims center during the winter months. This assistance not only assured a higher number of answered calls, but it enabled the more experienced fulltime Unemployment Insurance benefits staff to focus efforts on working more complex cases and issuing eligibility determinations in a more timely fashion. Results: The initiative has had a measurable positive impact on the quality of services the agency provides its customers, which has resulted in the development of a stronger agency workforce with a greater understanding of the Division’s mission and values. Comparing a five-week period ending the week of January 20, 2018, to the same period one year earlier, calls answered increased by 29%, average wait time decreased by 41%, and the total number of unanswered calls decreased by 72%. This project has produced a sustainable model for quick deployment of resources to meet spikes in workload. Cross- trained staff are regularly engaged in claims intake to maintain skills for future use and to eliminate the need for retraining. Due to the success attained, plans include an expansion of cross-training to include other areas of the Division that experience seasonal fluctuations. Balancing the workload in these units will increase the quality and service for Missouri’s workforce and businesses while creating growth opportunities for Division staff through expanded knowledge and experience. Promoting the economic stability, employment, and fairness for Missouri businesses and workers while maintaining the integrity of the Unemployment Insurance program is the core mission of the Division of Employment Security and the Department of Labor and Industrial Relations. The Unemployment Insurance cross-training initiative is an exceptional example of the State of Missouri employees’ commitment and dedication to public service and continuous improvement. FOR MORE INFORMATION ABOUT THIS PROJECT AND TEAM, PLEASE CONTACT CHRIS SLINKARD: [email protected] OR (573) 751-2070 EFFICIENCY/PROCESS IMPROVEMENT Efficiency/Process Improvement SLPRC - Nursing Recruitment and Retention Department of Mental Health DMH Team Members Cheryl Anderson-Hawkins, RN Yvonne Finch Jan Randazzo Aaron Atkins Jim Hanson, RN Blake Schneider, LCSW Bary Barham Shaunte Harris, MSN Nichole Scroggins Gwen Boyd, MSN Sherry Hill Maggie Shepherd Cathy Brown Brittany King Mary Steinhoff, MSN Dakota Dancy Michael McFarlane Felix Vincenz, Ph.D. Lisa Ellis, Ph.D. Jim Mitchell, LCSW Demetrius Wilson The Challenge: The St. Louis Psychiatric Rehabilitation Center (SLPRC) has been continually challenged with high turnover among its nursing ranks, regardless of skill mix, with unacceptable turnover in Psychiatric Technicians (PTs), Licensed Practical Nurses (LPNs), and Registered Nurses (RNs). In the course of two years, the entire population of PTs would be replaced more than twice over, with less than a fifth of the professional nurses remaining to provide the supervisory oversight and direction needed by a group of paraprofessionals that comprised 37% of the entire SLPRC workforce. This turnover of staff led to difficulties in continuity of care, staff and client safety concerns, and large supplemental overtime requests. The Goal: Reduce the average number of PT, LPN, and RN vacancies, and reduce the annual turnover percentages of these classifications. For RN’s alone, the goal was a 20% reduction in the turnover with a cost avoidance of $112, 872. Project Implemented: • Adopting a private sector schedule for RNs and LPNs Conversion of RN/LPN shifts from 8 hours to 12 hours o Provision of the option for 0.9 FTE employment o Development of a Preceptor program o Conversion of vacant LPN positions to RNs o • Use of Robust Process Improvement to reduce costs, errors, and inefficient processes • Commitment to Trauma Informed Care, recognizing pervasive chronic stress and trauma exposure in behavioral health settings Adoption of an Assaulted Staff Action Program o Utilization of Alive and Well training provided by the St. Louis Regional Health Commission to o mitigate the toxic health effects of chronic stress Utilization of training adopted from the Racial Equity Learning Exchange o • Commitment to the enhancement of staff satisfaction for Direct Care Staff through the Use of listening sessions o Movement away from a punishment/investigation model for staff discipline toward a system o improvement model. This includes a commitment to § Career progression opportunities for PTs § Peer mentorship program for PTs § Commitment to hiring in anticipation of attrition Results: • Highlights of these efforts for FY18 were: • For Psychiatric Technicians 60.1% decrease in vacancies to a rate 1.3 % below the statewide benchmark for the Missouri Hospital o Association (MHA) 16.7% decrease in turnover o • For Licensed Professional Nurses 40% decrease in turnover o • For Behavioral Health Registered Nurses 54.2% decrease in vacancies to a rate 9.1% below the MHA benchmark o A 25% decrease in turnover, exceeding the hospitals initial cost avoidance of $112,872 o Impact on facility culture: These accomplishments were exceptional in transforming the hospital’s organizational culture and the safety of its environment for both patients and staff. FOR MORE INFORMATION ABOUT THIS PROJECT AND TEAM, PLEASE CONTACT DR. FELIX VINCENZ: [email protected] OR (314) 877-5988 EFFICIENCY/PROCESS IMPROVEMENT Efficiency/Process Improvement Efficiency/Process Improvement SLPRC - Nursing Recruitment and Retention Road to 100% DepartmentofMental Health Department of Revenue DMHTeam Members DOR Team Members JackCie hBeemryblo oAmn derson-HawKkarienns D, uRdeNnh oeffer JaYmvieo Knnnipep F inch Ruth Otto Jan RandaKzezno Zellers Alicia Carpenter Mark Godfrey Zachary Kueffer Brooklyn Wasser Emily Parks Aaron Atkins JimHanson,RN Blake Schneider, LCSW Mike Davis Steve Hoskins Kayla Kueckelhan Susan White CindBy aDroyss Barham Laci Haymart JoSehy aPulanggteen Hbeargr ris, MSN Dave Zanone Nichole Sc roggins Gwen Boyd, MSN Sherry Hill Maggie Shepherd The Challenge: The Taxpayer Assistance Call Center (CATA) was answering an average of 29% to 33% of calls during the peak tax Cathy Brown Brittany King Mary Steinhoff, MSN season (February to April). Call overflows also impacted the percentage of calls answered by the Motor Vehicle and Driver License BureaDuas.k ota Dancy Michael McFarlane Felix Vincenz, Ph.D. Lisa Ellis, Ph.D. JimMitchell,LCSW Demetrius Wilson The Goal: For CATA and the call centers in the Motor Vehicle and Driver License (MVDL) Bureaus was to answer 100% of incoming calls, dramatically improving the customer experience for citizens and establishing a model as to how government can The Challengees:tabTlihseh iSngt. sLuoccueisss P mseyacshuiraetsr,i cm Reterihcas bainldit aatcicoonu nCtaebnitleitry (. SLPRC) has been continually challenged with high work better by Pturronjoecvte irm apmleomn gen ittesd n ursing ranks, regardless of skill mix, with unacceptable turnover in Psychiatric Technicians (PTs), Licen• sedD Perpaacrttimcaeln tN sutarfsfe asp (pLroPaNchse),d ainmdprRoveignigs ttehree dC ANTuArs eans d( RMNVsD).L Iann stwhee rc roauterss efr oomf t wfoour y deiarercst,i othnes. e ntire population of PTs would be reploac edC mreoartee athnaalny ttiwcailc teo oolvs etrh,a wt witohu lldes psr othvaidne ac rfiitfitcha lo ifn ftohrem partioofne sosni ocnalal lc nenutresre os preermataioinnsin pge rtfoo rpmroanvcied ea ntdh euse the supervisoryoversiignhfotramnadtiodnir teoc timiopnronveee dpeerdfobrymaangcreo upofparaprofessionals that comprised 37% of the entire SLPRC Motivate call center employees to increase their performance workforce. Tohis turnover of staff led to difficulties in continuity of care, staff and client safety concerns, and large Develop strategies to reduce the number of incoming calls to the call center supplementaloovertimerequests. Increase the number of calls answered o The •G oaDl: a tRa ecdoullcecet itohne baevgearna greeg anrudminbge “rw ohfy P” Tca,lLlePrsN w, earned c aRllNin gv.a Tchaen cdiaetas ,w aansd c roendtiuncuea ltlhye a dadnendu ianlt otu arnn oEvxecre lp dearschebnotaargde asn odf was these clastrsaifcikceadt ioovnesr. t iFmoer. R N’s alone, the goal was a 20% reduction in the turnover with a cost avoidance of $112, 872. • A Comparison Report was developed that tracks calls received, abandoned, or deflected, and the percentage of calls Project Iamnspwleermede nfrtoemd :one fiscal year to another. •• AAnd oInpctionmgi na gp Crivalalt Te yspeec tRore psocrhte wdualse d feovre lRopNesd athnadt cLoPmNpsared the number and call types for any selected period. The collected dCaotan evnearbslieodn tohef RDeNp/aLrtPmNe nsth tiof tisd efnrotimfy 8tr ehnodus rbsy t ocr 1ea2t ihnog udrasta points, rather than relying on anecdotal evidence. o • A Daily InPtreorvviasli oRne poofr tth we aosp ctrieoante fdo srh 0o.w9 iFngT Eca lel mcepnltoeyr mpeernfotrmance intervals. An example of improvements made with o this report was employee lunch schedules were restructured to ensure better call center coverage which led to fewer Development of a Preceptor program abandooned calls during lunch periods. Conversion of vacant LPN positions to RNs • The Oonline Individual Income Tax Return Tracker was revamped to clearly show where a return stood along the process • Use of Robust Process Improvement to reduce costs, errors, and inefficient processes and to allow customers to receive texts or e-mails to let them know when the return reached a new stage of processing. •• CAno mEmmpitlmoyeenet Dtoa sThrbaouamrda RInefpoorrmt ewda sC daervee, lroepceodg tnhiazt ing pervasive chronic stress and trauma exposure in behavioral health setEtinnagbsled the department to collect performance information on individual agents o oo AEndaobpletido snu poefr avnis oArss stoa uslhtaerde Semtapflfo Ayecet ipoenr fPorrmogarnacme measures with agents during their Monthly Engage evaluations U(Ttwileiznatyti tohnre oef a Agelnivtse i manpdr oWveedl lt hterairi ndiansghb poraordv imdeedas burye st)h e St. Louis Regional Health Commission to o • Call centemr iimtipgraotveetmheenttos xreicquhiereadlt choemfmfeictmtseonft, cdherdoicnaitciosntr, easnsd hard work by front line agents, their unit leaders, and their supervisorUs. t iSlitzoarytiboona rodfs tarnadin oitnhge ra ddiosppltaeyds fwroemre itnhtero Rduacceidal t oE qshuoiwty eLmepalronyienegs Erexsuclhtsa nagnde provide motivation. o •• CStoramtemgiietsm toe nrte dtouc teh teh ee nnhuamnbceerm oef nint coofm sitnagf fc aslaltsi sinfatoc tciaolnl cfeonrt eDr iirnecclut dCeadr tea xSptaayffe rtsh broeiunggh g tihveen the option of being informed via text or email when their return moved from one step to the next (over 53,000 took advantage of this option). Use of listening sessions • Both oprocess improvements and additional cash flow during the early portion of calendar year 2018, helped the Personal Tax Movement away from a punishment/investigation model for staff discipline toward a system Bureaou reduce the number of days to issue refunds from 37.8 days in FY 2017 to 14.36 days in FY 2018 helping reduce improvement model. This includes a commitment to refund inquiry calls. • Enhancement o§f the CCaarlel eCr epnrtoegr rIenstseiroanc toivpep oVrotuicnei tRieess pfoonr sPe TSsystem. • The Personal T§ax BuPreeearu mreednutcoerds hreitpu rpnrso fglaragmge df ofor rP aTdsditional manual review, resulting in quicker processing times. • Reduced hando§ffs byC otamkimngi tmmoerne ti ntofo hrmiriantigo nin o vaenrt itchiep pahtioonne .o f attrition Resu•l ts:In order to increase the number of calls answered when call volumes spiked, agency staff from other areas supplemented call • cHeingtehrlsi.g hts of these efforts for FY18 were: •• PFeoark P sseyacsohnia ttermicp Toreacrhy neimcipalnosyees were increased from 13 to 22, Results: o 60.1% decrease in vacancies to a rate 1.3 % below the statewide benchmark for the Missouri Hospital • In FY 201A7 s--s o7c9i6a,t2i0o6n c(aMllsH wAe)re received • In FYo 201186 -.-7 4%95 d,4e5c1r ecaaslles irne cteuirvneodv (e3r7% decrease) •• IFno Fr YL i2c0e1n7s e--d aPn raovfeersasgieo noaf l2 N9%ur tsoe 3s3% of calls were fielded during peak season (February to April) • In FY 201480 -%- 8 1d%ec rtoe a8s9e% i no ft ucranllos vweerre fielded during peak season (February to April) o • For Behavioral Health Registered Nurses Impact on agency culture: While the initial focus of The Road to 100% was the Taxation Call Center, the Tax Division staff began 54.2% decrease in vacancies to a rate 9.1% below the MHA benchmark o sharing ideas across the department in weekly meetings. As the Road to 100% initiative ramped up, the Department’s Driver License A 25% decrease in turnover, exceeding the hospitals initial cost avoidance of $112,872 Call Center folloowed suit -- and reached 100% multiple times for the first time in recent history. Impacton facility culture: These accomplishments were exceptional in transforming the hospital’s organizational culture and the FsOafRe tMyO oRf Ei tIsN eFnOvRiMroAnTmIOeNnt A fBorO bUoTt hTH pIaSt iPeRnOtsJE aCnTd AsNtaDff T.EAM, PLEASE CONTACT LACI HAYMART: [email protected] OR (573) 526-5252 FORMOREINFORMATION ABOUTTHISPROJECTAND TEAM,PLEASE CONTACT DR.FELIXVINCENZ: [email protected](314)877-5988 INNOInnVoAvaTtiIoOn N Efficiency/Process Improvement Discover Nature Schools Team SLPRC - Nursing Recruitment and Retention Department of Conservation DepartmentofMental Health MDC Team Members DMHTeam Members Stephanie McKinney Lynn Goggins Kevin Lohraff Cheryl Anderson-Hawkins, RN Yvonne Finch Jan Randazzo Libby Block Shawn Gruber Marci Porter Aaron Atkins JimHanson,RN Blake Schneider, LCSW Chris Cloyd Carol Harris Mark Raithel Bary Barham Shaunte Harris, MSN Nichole Scroggins Jeff Cockerham Steven Juhlin Matt Seek Gwen Boyd, MSN Sherry Hill Maggie Shepherd Les Fortenberry Kevin Lanahan Cliff White Cathy Brown Brittany King Mary Steinhoff, MSN Regina Knauer Dakota Dancy Michael McFarlane Felix Vincenz, Ph.D. Lisa Ellis, Ph.D. JimMitchell,LCSW Demetrius Wilson The Challenge: The Missouri Department of Conservation (MDC) for decades produced educational resources widely eTmhbe rCacheadl lbeyn geed:ucTahtoer sS ta.n Ldo eunisjo Pyseydc bhyia tsrtiucd Renethsa abcilriotassti oMni sCseonutreir, b(SuLt iPtsR eCd)u hcaasti obneeanl pcroondtuincutsa l(lmy acghaazlliennegs,e dp owstiethrs h, igh ptuurbnloicvaetri oanmso, nCgD ists a nnudr bsionogk rsa)n wkes,r er eogfaterdnl eustisl iozfe dsk aisll smupixp,l ewmitehn utanla mccaetpertaiabllse btyu rendouvceart oinr sP. s yAcsh eiadturicca tTioenchaln sictaianndsa r(dPsT hs)a,ve bLeicceonmsee di nPcrraecatsiicnagl lNy urrigseosr o(uLsP, Nthse) ,m anardgRine fgoisr tseurepdp lNemuresnetsa (l RoNr ds)is. c Irnet tihoen acroyu ersdeu coaft tiwonoa ly emaarste, rtihaels e unstierde bpyo peudluactiaotonr os fh PaTs s nwaoruroldw beed .r eMplDacCe dw maso rfea ctehda nw tiwthi ctera onvsfeor,r mwiinthg lietss sa tphparno aac fhi fttoh eodfu tchaet iporno ffersosmio pnraol dnuucrisnegs rseumppalienminegn ttoal p erdouvcidatei othneal msuapteerrviaislso,r “yao lvae crsairgt hitteamnsd”d, iirnetcot icoonmnpeleedtee dstbanyda-aglroonuep coufrrpiacrualparr oufneistssi othnaatl sm tehta st tcroicmt sptraitsee da n3d7 %na toiof nthael setnatnirdea rSdLsP oRr Crisk lwoosirnkgfo irtcs ee.d uTchaitsi otunranlo rveelerv oafn sctea.f f led to difficulties in continuity of care, staff and client safety concerns, and large supplementalovertimerequests. The MDC Outreach and Education Division was tasked with addressing the challenge. The pivot in educational program The Goal: Reduce the average number of PT,LPN, and RN vacancies, and reduce the annual turnover percentages of development required a sea change in thinking, creation of a curriculum development unit, partnership with the these classifications. For RN’s alone, the goal was a 20% reduction in the turnover with a cost avoidance of $112, 872. Department of Elementary and Secondary Education (DESE), and systemic feedback from science teachers across the state which ultimately led to the decision to attempt to create fully developed curricular units. Project Implemented: • Adopting a private sector schedule for RNsand LPNs The Goal: Develop an education program based on Missouri specific science curricula that met strict state and national Conversion of RN/LPN shifts from 8 hours to 12 hours o standards for educational rigor and content that would be embraced by educators and ultimately students across Missouri. Provision of the option for 0.9 FTE employment o Development of a Preceptor program o Project Implemented: MDC developed the Discover Nature Schools (DNS) program for Pre-K through 12th Conversion of vacant LPN positions to RNs o grade. DNS is a Missouri specific science curricular approach/educational framework that meets Missouri learning • Use of Robust Process Improvement to reduce costs, errors, and inefficient processes standards, national science standards, and the needs of students regardless of educational level or ability that fit the needs • Commitment to Trauma Informed Care, recognizing pervasive chronic stress and trauma exposure in behavioral of teachers across the state and simultaneously fulfill the mission of MDC. DNS components include: health settings • Provision of science education that fosters inquiry into nature-based education. Adoption of an Assaulted Staff Action Program o • Provision of financial assistance to schools for field trip reimbursement through non-competitive grants to Utilization of Alive and Well training provided by the St. Louis Regional Health Commission to o engage students in the outdoors. mitigatethetoxichealtheffectsof chronicstress • Provision of field experiences that connect students with hands on, inquiry-based science instruction. Utilization of training adopted from the Racial Equity Learning Exchange o •• TCroaminminigtm toe ntet atoc htehres evniha aendcuecmateinotn o cfo sntsauffl tsaanttiss,f awchtioo no fffoerr Dfrieree cgtr Cadaer el eSvtealf fa pthprrooupgrhia tteh et eacher workshops based on nationUals ea nodf slitsatteen sicnige nsceess siotannsdards. o • ProvisionM oof vceumrreicnut laawr uayn iftsro tmha ta mpueneti sahlml deinvte/irnsev elsetairgnaetiros’n nmeeoddse li nfoclru sdtianfgf dthisocsiep lwinieth t odwisaarbdi lait iseyss atenmd o Individuailmizperdo vEedmuceantti omno Pdlealn. s T (hIEisP i’nsc).l u des a commitment to • Provision of o§nlinCe aTreeaecrh perro Pgorerstasli-odni socpupsosirotunn bitoieasrd fso rw PitThs equal access including remediation of publications to allow for Brai§lle-tPo eteerx tm reenadtoinrsgh iapn dp rsocgrreaemn rfeoard PeTrss for the visually impaired. • Provision of D§NS Cwoomrkmshitompesn fto tro M hiirsisnogu rini taenatcihceiprsa ttihoant opfr oavttirditei ocnurriculum for differentiated instructions Results:strategies for nature-based education. •• IHnicglhulsiigvhet sto o af ltlh setsued eenfftos ritns cflourd FinYg1 t8h owseer we:ith diverse educational and physical accommodation needs. • For Psychiatric Technicians Results: Missouri6 h0a.1s% be dceocmreea tshee i nfi rvsatc satnatcei etso tcor eaa rtaet esu 1c.h3 a% c obmelopwre htheen ssitvaete nwaitduere b-benascehdm eadrku cfaotri othne c Murrisicsuoluurmi H. oTshpeit al o Department of CoAnssesrovcaitaitoino’ns (DMisHcAov)er Nature Schools Program was created utilizing groundbreaking partnerships with DESE and nationa1l 6te.7a%ch edre’csr eoargsea niniz tautironnosv.e r o •• OFovre Lr hicaelnf sae mdPilrlioofne ssstiuodneanl tNs huarsvees completed DNS units, of which the majority have re-enrolled for consecutive years. 40% decrease in turnover o •• AFoprp Broexhiamvaioterlayl H90e%al tohf R Megisissoteurreid S Nchuorosel sDistricts have used DNS curriculum. • Showcase5d4 .a2t% N dateicorneaals Se cinie nvcaec aTnecaiecsh etors a o rfa Atem 9e.1ri%ca b (eNloSwT Ath)e S MtaHteA a nbde nNcahtmioanrakl conferences and in publications o as inquiryA– n2a5t%ur ed ebcarseeads ee dinu ctautrinoonvael rm, eoxdceele. d ing the hospitals initial cost avoidance of $112,872 o Impa• ctoDnN faSc niloitwy cseurlvtuesr ea:s aT hmeosde ealc tcoo nmupmliesrhomues nsttsa twe ecroen esxecrveapttiioonn aaln idn ntraatnusrafol rrmesionugr cthee a hgoesnpciiteasl ’fso or regdaunciaztaitoinoanla l culture ancdu rtrhiceu slaafre styta onfd aitrsd e onfv eirxocnemlleennct ef.o r both patients and staff. FORMOREINFORMATION ABOUTTHISPROJECTAND TEAM,PLEASE CONTACT DR.FELIXVINCENZ: FOR MORE INFORMATION ABOUT THIS PROJECT AND TEAM, PLEASE CONTACT STEPHANIE MCKINNEY: [email protected](314)877-5988 [email protected] OR (573) 751-4115

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