WIXLIB

Identify Stakeholder Needs1.The team identified stakeholder needs for the process outputs.Stakeholders NeedsStakeholdersProcess Output NeedsTimely and appropriate financial assistanceDV Victims andFamily membersVendors(landlords, etc.)Records kept confidentialExpect MDC to provide support for wrap-around servicesTimely and accurate payment as negotiatedExpect funds to be properly distributed timelyFunders (State,Local, Fed)MDC Mgmt.Appropriate documentation and input into in OSNIUMMinimize fraud through proper vettingEfficient and effective processDefineMeasureAnalyzeImprove Control12

Identify Cost of Poor Quality6.The team identified the hidden costs of failing to pay assistance timely.Stakeholder1.DV Victims 2.and Family 3.members 4.1.Vendors(landlords,etc.)Annualized "Costs“ to MDCPain Experienced2.3.4.1.Funders(State, Local, 2.Fed)1.2.3.Rental/space not held due to late payment to1.landlord/vendor2.Restarting the process of finding a new place rental/serviceVictim remains in current situationUndue stress- further victimizing the victim /remain in unsafe 3.dwellingEmergency/bed remains occupied (unable to help another victim)An average of 5 cancelled checks per month may result in somerework efforts from the victim. (see last cell for this calculation cost toMDC)Non-shelter victims remain in unsafe dwelling- Life or death .hardto quantify and the cost is to victimsNo incentive to hold the unit/space or work with the client orthe County.Late paymentsHolding a slot/apartment that could have easier been filledby a non-clientTime wasted to follow-up with the CountyLocal -The battle of the relief philosophy vs. fiduciaryresponsibilities (program staff vs. management)Funder- is the program removing barrierswithout roadblocks that might victimize the victim.,. i.e.(proving proof of domestic abuse for assistance)Constant following up for status updateReworking the case from step 1 due to untimely approvalAdditional tasks to perform when checks are not acceptedby the vendor/landlord due to slow turnaround.1.Advocate and admin time spent to case manage landlords andvendors to preserve the unit/slot annually: 2,8491.Audit could show problems for MDC to Correct. No significant coststo MDC, any Costs are shown in cell belowMDC Mgmt &Staff1. Admin staff follow-up from submission to check being signed- 3,0842. Admin staff follow-up for cases that are incomplete/need case noteupdate: 3,5193. Accountant’s time spent processing cancelled checks and balancinggrant records 961.004. Advocate reworking cases: 3,680.005. Supervisor reviewing reworked cases: 1,742.006. VPID Chief approving reworked cases: 2,565 .007. VPID Chief involvement in tracking cases that are slowly reviewed: 2,223.00Total Cost of Poor Quality Savings 20,623 AnnuallyDefineMeasureAnalyzeImprove Control13

Develop Data Collection Needs7.The team developed a spreadsheet to help analyze the process.DV Emergency Financial Relocation Assistance Summary (every row is a Signed Check)D E M O G R A P H I C SWHATBCBWHATLine #WHOBCDEAdvocateNameClientID#VendorTypeCheck#F% Landlord3GHIAmount ofReliefIntakeTypeJKNotes/Issues /Reasons for ReturnType ofFundingDV/HumanTrafficing%Grant%DVAvg 1,151 # Hires33%1 Jim Shorts2 Jim Nasium3 Snow White1234 landlord 2212221 Locksmit 2322231 Bus231QRSUV 1,000.00 Emergency Shelter 2,000.00 LT Trans Housing 452.65 Emergency ShelterWXYZAAABDid not demonstrate abilityGrant to pay rentDelays in Div approval.VacationsGeneral FundTeacher11115AP AD U-RAE W-UAF Y-WAG AA-YAH AA-PAA-P-4Ast Dir ofProgrmgApprovedDate Day5Ast DeptDirectorApprovalDate Day%Mo0.0%Mo0.0%Mo0.7%Mo0.7%Mo0.7%Mo1.40.71/4/21 Mo1/8/21 Fr1/8/21 Fr1/4/21 Mo1/8/21 Fr1/15/21 Fr1/4/21 Mo1/8/21 Fr1/21/21 Th1/4/21 Mo1/11/21 Mo1/22/21 FrP1101Define6ReqstCheckInitiatedPreparedTO& SignedPacketDate Day PreparedMeasureOUTCOMES13VPID ChiefApprovedRequestDayDatePacketVPID Chf Ast Dir Prgmg Ast Dept DiRPreparedApprvdApprvdApprvdTOTOTOTOVPID Chf Ast Dir Prgmg Ast Dept DiRCheckApprvdApprvdApprvdSignedAvg # of Days3.71.71.30.7P2155AnalyzeP3005P4004Improve ControlNDVHTDVAC R-P2PacketPrepared byVPID AdminDayDate1/1/21 Fr1/1/21 Fr1/1/21 FrM67%DURATIONTarget Days1AssistanceRequestInitiatedDayDate12/31/20 Th1/1/21 Fr12/31/20 ThL33%MILESTONE DATESPWHATWHATP50115AR Y' ifAP 0ReqstInitiatedd # Business CheckTODaysSignedCheckedCheckTimely?Signed Signed LateAvg%Y8.03.033.3Q1261614Q2-3111Q1YNNBBComments

Stratify Problem8.The team stratified the 61 sampled Relief Checks using a histogram and found DV Relief Payments Issued from 10/1/20 thru 2/2/2115131112 Timely ChecksAveraged 3.0Business 11Days1014xn Sample of 61mean 13.8std dev 8.112# of Checks97749 LATE checksaveraged 16.4Business Days55Source BoxWhen: 10/1/20 – 2/2/21Where: Docusign DataBaseWho:Closing Gap .5# of Business Days from Invoice Received to Check IssuedThe team decided to compare the TIMELY to the LATE checks.DefineMeasureAnalyzeImprove Control1545.5

Stratify Problem8.The team compared the average days of the Late Checks to the Timely Checks andFound Process Direct Relief Payments for Victims of Crime49 Late 12 TimelyP4 step took 3.9Checks Checks DifferenceProcess Steps Business Dayslonger in P4 stepP1 2.20.22 Reqst Initiated TO Packet Preparedthan the timelyP2 3.02.90.1 Packet Prepared TO VPID Chf ApprvdchecksP3 2.10.41.7 VPID Chf Apprvd TO Ast Dir Prgmg ApprvdP4 6.02.13.9 Ast Dir Prgmg Apprvd TO FIN/OPS/Ast Dept DiR ApprvdP5 0.8-22.8 Ast Dept DiR Apprvd TO Check SignedSource BoxQ1 16.4 3.013.4 Reqst Initiated TO Checked SignedWhen: 10/1/20 – 2/2/21The team looked closer at the 49 averaging Late Checks that took3.9 Business Days longer than Timely steps in the P4 Step.DefineMeasureAnalyzeImprove ControlWhere: Docusign DataBaseWho:Closing Gap Team16

Stratify Problem8., 9., 10.The team stratified the 49 LATE checks for Step P4 and found DV Relief Checks Paid LATE ( 5 Business Days) from 10/1/20 thru 2/2/2116xn 49 (8 checks did not have data for P4)mean 6std dev 3.8141412# of Checks10998635(85%) LATEChecks were Late inStep P4 (timely Checksonly take 2 BusinessDays in Step P4)642210-3.5-0.52.55.58.511.514.5Source BoxWhen: 10/1/20 – 2/2/21Where: Docusign DataBaseWho:Closing Gap Team20.517.5P4 -# of Business Days from Ast Dir of Programing TO Fin/OPS/Ast Dept DirectorThe team looked more closely at the 35 Checks.DefineMeasureAnalyzeImprove Control17

Stratify Problem8., 9., 10.The team stratified the 35 Late checks many ways and found LATE DV Relief Checks ( 5 Bus. Days) taking 2 Business Days in Step P4from 10/1/20 thru 2/2/21%100%n 35 (1 Check Unknown)9030%# of Checks258026 (76%) Checksinvolved RentalAssistance20151065706050Source BoxWhen: 10/1/20 – 2/2/21Where: Docusign DataBaseWho:Closing Gap Team1% of eDevelopmentAssistance TypeProblem Statement: “26 DV LATE Relief Checks ( 5 Business Days) issued between 10/1/20through 2/2/21 took over 3 or more business Days to complete P4 Step (Final Fin/OPS/Asst DirApproval and were for Rental Assistance”DefineMeasureAnalyzeImprove Control18

1Ck#2252Ck8:#6 225 280Ck#2 9: 2 0 for207Ck 65: 74 fo Ren#tal1rt8 2266 100 Rental o LaforCk: 2rt#2Re926 41.7nta o The isa K5Ck8o#2 : 34 for W l to Li Bran urve1027bntar00eroronC7k# : 36 for R kforc ty Cit Gro i112uy7C 278 00 fo enta e Dev0th p,:k#l toelo22 360 r Re132pm St LLCn82Ca0fentachk:14 #228 330 or R l to O icam t toCenpeok#2 85: 32 0 fotr R al to ra P LLC17507040289: Ckfor enta Car laza#,2lo2lR18C 320969: 900 f enta to Ke s Cu Inc.batty19 k#23 23690 or Re l to PBsMC32nra0e.MtalolPafork#2 : 2otu20C 340: 248 Renta o Juli Brtaoriflian nozk#2aforso M 3nltTo 367: 088 fo Renta o FGleolrsiy Agredo F Prdltalr3700 Ren to Lu saLIanuvtaezucforiqRe l to B erne strmntaAp ueentsarrPercel toy M artmntaCeoin cDagenie ntcolsInvest TRmentIdentify Potential Root Causes12.,13., 15.The team completed a Single Case Bore Analysis and found Single Case Bore AnalysisProblem Statement: “26 DV LATE Relief Checks ( 5 Business Days) issued between 10/1/20 through 2/2/21 took over 3 or morebusiness Days to complete P4 Step (Final Fin/OPS/Asst Dir Approval) and were for Rental Assistance”Sampled 14 of 26 Late ChecksABCDReasons or Factors(that contributed to the aboveproblem Statement)14100%x x x x x x x x x x x x x x 14100%3) Approver does not have process tocheck Docusign dailyx x x x x x x x x x x x x x 14100%4) Approver Docusign alert processdifferent from best practicesx x x x x x x x x x x x x x 14100%1) Approver has no help in Docusign2) Approver had competing prioritiesX X X X X X X X X X X X X X19B

Identify Potential Root Causes12., 13.The team completed the Fishbone Analysis C- Approver does not have process to checkDocusign Daily 100%Fiscal and Admin approvers useddifferent processes other than dailychecksC There is NO standardizedProcess for timely checking andapproving Assistance CheckCFiscal and Admin approversused different processes otherthan daily checksThere is NO standardizedProcess for timely checking andapproving Assistance CheckD-Approver Docusign Alert Processdifferent that Best Practice 100%A- Approver has no help in office (100 %)C & E DiagramApprover did not receive remindersProblemwhen assistant not thereStatementApprover not aware of reminder“26 DV LATEalternatives to keep them informedAApprover not fully trained onDocu-Sign Reminder FeaturesCounty Budget Deadlines took priorityover other approver workB There is no “Best Practice” Alertprocess utilized by all ApproversB- Approver has competing priorities(100%)Relief Checks ( 5Business Days)issued between10/1/20 through2/2/21 took over 3or more businessDays to completeP4 Step (FinalFin/OPS/Asst DirApproval andwere for RentalAssistance” PotentialRoot Cause20

Verify Root Causes13.The team collected data to verify the root causes and found .Root Cause Verification MatrixPotential Root CauseABCHow Verified?(Describe in terms of numbers whenpossible)Approver not fully trained Training was a 1 time Zoom training in Augon Docu-Sign Reminder 2020 and was minimal at best. Assistantsand most Approvers attendedFeaturesFiscal and Admin use a different Process andThere is no “BestPractice” Alert process features than other approvers noutilized by all Approvers standardized process for Rental AssistanceThere is NO standardized Fiscal and Admin use a different Process andfeatures than other approvers noProcess for timelychecking and approving standardized process for Rental AssistanceAssistance CheckEstimated Impact Root CauseOn Gap (H,M,L) or SymptomHigh100%Root CauseHigh100%Root CauseHigh100%Root CauseAll three (3) were validated as root causes.DefineMeasureAnalyzeImprove Control21

Identify and Select Countermeasures14., 15.The team brainstormed many countermeasures and narrowed them down to these for evaluation:5 Extreme; 4 High; 3 Moderate; 2 Somewhat; 1 LittleCountermeasures MatrixLegend:5 ExtremelyA1- Provide Refresher training toAppropriate Approvers and staff“26 DV LATERelief Checks ( 5B1- Establish "Best Practice" VPIDBusiness Days) B- There is no “BestAdmin person to create electronic alertsissued between Practice” Alert processthroughout entire process for every DV10/1/20 through utilized by all ApproversRelief request2/2/21 took over 3or more businessC1- Create DV Relief Check Policy toDays to completerequire approvers to review requestsCThereisNOP4 Step (Finalwithin 24 hrs of an alert receivedstandardizedProcessFin/OPS/Asst DirApproval and for timely checking and C2- Reduce # of Approvers (and trainwere for Rental approving Assistance them in all types of reviews) for selectedDV Relief Checks and perform QuarterlyAssistance” CheckQA audit to ensure internal lVerified RootCausesA- Approver not fullytrained on Docu-SignReminder Features1 Little or sibilityProblemStatementEffectiveness4 Very3 Moderately2 SomewhatThe team selected 4 Countermeasures for implementation.DefineMeasureAnalyze ImproveControl22

Identify Barriers and Aids16.The team performed Barriers and Aids analysis on the selected Countermeasures.Countermeasure: Implement 4 Countermeasures to Improve DV Relief Payment TimelinessBarriersImpact(H, M, L)HLLAidsForces Against ImplementationForces For Implementation1. Forgetfulness of Approvers to committo completing Docu-Sign timely;(Supported by A, C)2.Limited financial resources(Supported by A, B, C )A. Management Support and Moststaff are excited aboutCountermeasuresB. Docu-sign User SMEs andtrainers3.Staff very busy and limited time tocommit to countermeasure (Supportedby A, B, C )C.Benefits and Savings ofcountermeasuresThe team next sought to incorporate this analysis into the team’s Action Plan.DefineMeasureAnalyze ImproveControl23

Implement Action Plan17.The team incorporated the Barriers and Aids analysis into the Action Plan.WHAT:Legend: Actual ProposedImplement 4 Countermeasures to Improve Relief Payment TimelinessHOW1.Develop Countermeasures/ Practical Methods:WHOAprA1- Provide Refresher training to Appropriate Approvers and staff(Trainers and SMEs involved developing Training)Crystal B1- Establish "Best Practice" VPID Admin person to createelectronic alerts throughout entire process for Relief requestCrystal C1- Create DV Relief Check Policy to require approvers to reviewrequests within 24 hrs of an alert receivedCrystalC2- Reduce # of Approvers (and train them in all types of reviews) forselected DV Relief Checks and perform Quarterly QA auditsAnnika2.Secure Management Approval of Countermeasures(share benefits and savings)3.Communicate/Train Staff in Countermeasures and relatedpolicies/procedures (share benefits and Mgmt Support, SMEs)4.Implement /Pilot Countermeasures (Review results and adjustcountermeasures for ongoing operations)5.Establish On-going responsibilities and standardizecountermeasures into operationsDefineMeasureAnalyze ImproveTeamTeamTeamTeamControlWHEN2021May Jul Aug Sep 5/5/21 5/5/21 5/5/21 5/5/21 5/28/21 5/5/21 On-Going On-Going24

B1- Establish "Best Practice“ Approval Policy** Checklist to Replace other approversDefineMeasureAnalyze ImproveControl25

Estimate Countermeasures Costs/Benefits/ROIThe team estimated the Costs and Benefits of the countermeasures.20.ROI WORKSHEET for: 4 Countermeasures to improve Check TimelinessITEMIZEDCOUNTERMEASURE COSTS(DESCRIPTION) VALUEITEMIZED BENEFITS(ANNUALIZED)(DESCRIPTION)A1- Provide Refresher training toAppropriate Approvers and staff 300B1- Establish "Best Practice" VPID Adminperson to create electronic alertsthroughout entire process for ReliefrequestC1- Create DV Relief Check Policy to requireapprovers to review requests within 24 hrsof an alert receivedC2- Reduce # of Approvers (and train themin all types of reviews) for selected DVRelief Checks and perform Quarterly QAauditsNATeam felt they shouldachieve 100% of COPQ 20,623Total ExpectedAnnualized Benefits 20,623NANA 300Total Investment CostNet Benefits (Annl Benefits – Investment Cost) 20,323ROI (Net Benefits/Investment Cost) 67 : to 1 ratioDefine VALUE(ANNUALIZED)MeasureAnalyze ImproveControl26

Review Results19., 21.The team collected indicator data and reviewed performance trends: Implementation ofCountermeasures began May5th We improvedSource BoxWhen: 05/01-05/19/2021Where: Docusign Data BaseWho: Closing Gap Team The team will continue to monitor the countermeasures.DefineMeasureAnalyze ImproveControl27

Standardize CountermeasuresThe teamincorporatedtheircountermeasuresinto theirProcessFlowchart.22.Process Direct Relief Payments for Victims of CrimeWHOSTEPAPPLICANT/ADVOCATEVPID SUPV/ ADMINRECEIVE/REVIEWRETURNAPPROVE/SEND· Submit PktNO· Receive /Review PktComplete?· Return With IssuesTo ResolveP1-% of Advocate SubmittedApplication Packets withIncomplete InfoNO· Admin Prepare Package· Send To Chief· Review Pkt UsingChecklistREVIEW/RESOLVE· Resolve Minor IssuesApprove?NOTEYESP2- # Days from PacketReceived by VPID Supv ToUpdated into DOCUSIGN(Target 2 Business Days)NO· Note Issues· Staff UpdateSpreadsheet With PktInfo, Request AndSupporting Doc IntoDOCUSIGNUPDATE/· Manager Of Budgets ReviewsContent· Notes Any IssuesREVIEW/NOTEP3- # Days from Updatedinto DOCUSIGN toApproved in DOCUSIGN(Target 2 Business Days)REVIEW/DISCUSSNOApprove?YESP4- # Days from Approved inDOCUSIGN to Check Signed(Target 1 Business Day)CONDUCTTYPE/SIGNFIN DIR (FD)/ OPER ASST DIR (OAD)/ACCOUNTANTNeed Vendor Invoice approved and PaidNEEDSUBMIT(Process Owner: Chief of Targeted Services)Chief of TargetedServicesQ1- # of Days to Sign Check from Pkt Received byChief of Targeted Services (Target 5 Business Daysfor all other)DISTRIBUTED· Accountant Types Check· FD Or AD Signs Check(by Person In Office)· Post Authorize CheckCheck Signed and Ready for distribution to VictimFBC DMAIC Story Reduce Days to Pay DV Emerg Fin Reloc Assistance MDC FLOWCHART Proposed 3-8-21.vsd 5/3/21DefineMeasureAnalyzeImprove Control28

Standardize Countermeasures23.The team completed the Process Control System form for the Process.Process Control System FormProcess Name: Process Direct Relief Payments for Victims of Crime Process Owner: Chief of Targeted ServicesProcess Customer: Victims of CrimeCritical Customer Requirements: Provide timely payments for RequestsCurrent Sigma Level: TBDProcess Purpose: Process assistance request for paymentOutcome Indicators: Q1Process and Quality IndicatorsChecking / Indicator MonitoringProcess IndicatorsControlAndLimitsSpecs/What is Checking Item(Frequency)When toTargetsor Indicator CalculationCollect Data?Quality IndicatorsTimeframeData to Colle

May 24, 2021 · Green Belt Project Objective: To Reduce the # of Days to Pay Domestic Violence Victims Direct Relief Assistance Lean Six Sigma DMAIC Improvement Story Annika Holder (Sponsor) Ivon Mesa (Process Owner) Clσsingthe 6ap on Direct Relief. Lean Six Sigma Problem Solving Process The team utiliz