Department of Human Services (DHS)

Going into the second decade of the new century, the state of Georgia faced a growing list of issues relating to SUCCESS, its aging system for determining eligibility for a limited number of public assistance programs. A great deal had changed since SUCCESS was first launched in 1998, not the least of which were advances in technology. Customer expectations for higher levels of service delivery, and even an aging workforce were adding to pressures for a new, expanded, and better integrated eligibility system encompassing a greater number of public assistance programs. Budget cuts in the wake of the economic recession meant agencies had no choice but to do more through innovative technologies.

But replacing and expanding SUCCESS wouldn’t be easy. The state’s vision called for a single application for workers and a single web-based portal for customers to enter their information once and determine their eligibility for numerous public assistance programs administered by numerous state agencies. The state’s vision called for somehow making it possible for disparate applications and databases at different agencies to “talk to each other.” The solution would need to incorporate rigorous security and fraud-prevention measures.

Equally as challenging would be finding a way for business and technology leaders across state government to work together effectively on a sprawling project with enormous implications for government’s ability to successfully deliver a complex project affecting hundreds of millions of taxpayers’ dollars.

With Georgia Gateway, https://gateway.ga.gov, the state achieved its vision.

Georgia Gateway increased the number of assistance programs covered by the state’s centralized eligibility application from three to 10, incorporating programs from the departments of Human Services, Community Health, Public Health, and Early Care and Learning. It delivered new options for customer self-service and new tools to greatly enhance worker efficiency while ensuring state compliance with federal legislative and regulatory requirements. It also established a new model for how state agencies can work together, relying on several governance boards to ensure effective project oversight and sound decision making.

Georgia Gateway is well positioned to serve Georgians and state workers for years to come while bringing more accountability and transparency in the administration of public assistance programs.

Department of Early Care and Learning (DECAL)

As the state agency responsible for meeting the child care and early education needs of Georgia’s children and their families, DECAL relies on an integrated suite of custom apps, known as KOALA, to manage its various operations. The most recent enhancement, KOALA Provider Self-Service, is a web-based, mobile-ready app allowing child care providers to perform many self-service functions. Online self-service options make it easier for child care providers to comply with statutory and regulatory requirements. They also automate and streamline workloads for DECAL workers.

The accompanying Quality Rated website at http://qualityrated.org immediately displays operational data that child care providers update themselves using the KOALA Provider Self-Service app. The website makes it quick and easy for parents to search for providers near them, compare service offerings from multiple providers, and access licensing information about providers.

KOALA Provider Self-Service has significantly streamlined provider interactions with DECAL. With 98 percent of providers now paying their licensing fees online or with their mobile devices, collections through the app totaled $672,000 in 2017. Providers also use the app to submit and track their Comprehensive Background Check applications and to print licensing certificates. Offering providers a self-service option for criminal background checks not only makes the process easier for them, it has helped DECAL avoid $690,000 in administrative costs.

The app keeps providers informed about the status of their interactions with DECAL in real-time through online updates and automated emails. The app generated over 325,000 emails to providers in 2017.

DECAL has been recognized by one of the nation’s leading experts in early childhood development for its use of research data to inform program and policy decisions, and DECAL relies on its suite of KOALA apps to collect and analyze data relating to child care and early education needs.

Department of Behavioral Health and Developmental Disabilities (DBHDD)

DBHDD reached an agreement with the U.S. Department of Justice to no longer house individuals with intellectual and developmental disabilities (IDD) in state behavioral health hospitals.

But because individuals with IDD are typically at high risk and need intensive support, DBHDD service reviewers are required to assess them after they are placed with a community-based residential service provider. The assessments are conducted at intervals of 48 hours, on the 9th day, on the 16th day, and afterward at seven-day intervals as needed. The purpose of the assessment is to ensure the individual with IDD is in a healthy and safe environment and is receiving proper care.

One of the challenges for the service reviewer in conducting the assessment is collecting large amounts of data in an easy and purposeful way. The Service Review and Technical Assistance (SRTA) application helps service reviewers easily navigate and collect data using touchscreen technology. It was designed for service reviewers to flag health, safety, and quality of life issues requiring action by the service provider. The application also alerts the service reviewer who performs the next visit to verify the resolution of pending issues.

Before the application’s development, DBHDD’s service reviewers were only able to collect and store data in disparate spreadsheets. The approach caused untimely delays in analyzing how well individuals with IDD were being cared for, and service deficiencies and alerts were not easily shared with other service review teams.

In calendar year 2017, 31 service reviewers performed 3,270 visits with 449 individuals with IDD who transferred from a state behavioral health hospital to a community-based residential service provider. On each of the visits, the service reviewer assessed 200 health, wellness, and safety issues; if any issue was flagged, it was rolled up into one of eight categories. If any issue was coded as life-threatening or severe, clinical oversight managers were immediately notified.

The SRTA application strengthens the ability of DBHDD officials to get in front of potential causes or contributors to the decline in health of an individual with IDD. It enables DBHDD workers to be more proactive and to ensure higher quality of care for vulnerable Georgians.

Other states, facing the same challenges and seeking similar solutions, are turning to DBHDD to learn about the application.

Department of Administrative Services (DOAS)

DOAS collaborated with the State Accounting Office to implement a new Customer Relationship Management (CRM) system to update and streamline customer service request management. The new CRM system, powered by Oracle Service Cloud, is fully integrated with TeamWorks PeopleSoft and Platform28, the state’s telephone system. The integration enables the CRM system to automatically create service requests by search-matching the customer’s telephone number or email address. All email threads are contained within the service requests, thereby improving service, accuracy, and speed.

Integration with PeopleSoft allows DOAS to use the CRM system as the single “source of truth” for customer data, and all five of DOAS’ lines of business share the same customer information.

The CRM system includes a knowledge base that is fully integrated with DOAS’ public website. As a result, website visitors who view frequently asked questions are accessing knowledge base records in the CRM. Website visitors are asked whether responses are helpful by clicking Y or N, thereby helping improve the quality of the knowledge base.

In addition, DOAS implemented Oracle Policy Automation to automate various customer online-submission processes, including statewide contract waivers, supplier performance reporting, minority business certification, and surplus eligibility. Customers were previously required to download, print, and upload forms, which were then manually routed for fulfillment. Customers now complete a guided interview on DOAS’ self-service site, and the requests are immediately sent to the service provider.

Department of Labor (DOL)

The Unemployment Insurance (UI) File Upload application allows employers to transmit quarterly tax and wage reports electronically to DOL. Employers can use output files from their existing accounting software package or third-party vendor software.

Prior to the application, employers could use one of three ways to submit their quarterly tax and wage reports. They could submit paper reports, which involves an inefficient, manual process. It’s also expensive to produce paper reports, and it takes up to 10 weeks for DOL to process them. Employers could use DOL’s Internet Tax and Wages application, but it’s designed for small businesses with up to 25 employees. A third option, especially for large employers, is the use of magnetic media, but it involves transmitting sensitive data in a highly insecure manner. In addition, DOL’s legacy system that processes magnetic media doesn’t notify a business when errors are encountered with its reports, and errors such as invalid file formats or invalid characters must be resolved manually.

UI File Upload allows employers to upload their wage file in .CSV or Excel format; then they are able to submit their tax report. One hour after the wage file is uploaded, employers receive an email notifying them whether the file was accepted or rejected. If the wage file is rejected, employers are directed to log in to an online system to view the errors. After viewing the errors, employers can make the necessary corrections within the app and resubmit the file, which results in cleaner data.

Thanks to the availability of UI File Upload, DOL saw an almost 40 percent reduction in the submission of magnetic media in 2017, and the number of employers using the new app totaled 2,143 by the end of the year. During the same period, the time required to process magnetic media dropped from up to 10 weeks to as little as three weeks. DOL expects to eventually eliminate all magnetic media processing, which will allow the department to decommission servers and eliminate legacy COBOL programs that are used to process magnetic media.

Office of State Administrative Hearings (OSAH)

OSAH launched a web-based case management system (CMS) in 2017 as part of a multi-pronged effort begun in 2004 to achieve a paperless environment. Four judges agreed to pilot the new CMS and go completely paperless. The judges gave up file folders, folder labels, printing documents, and burning CDs or DVDs of hearing proceedings.

The CMS allows for documents to be generated and automatically attached to each case. Hard copies received in the mail are scanned using desktop scanners and attached to the case, and documents received electronically – by email, fax, or Citrix ShareFile – are downloaded and attached to the case. In addition, staff use dual monitors, which allow them to work more easily and efficiently with the CMS and attached documents. Citrix ShareFile makes it easy to transfer large files, case support documents, and digital recordings.

During the pilot, OSAH saw a 43 percent reduction in the use of office supplies such as file folders, folder labels, photocopy paper, CDs, and DVDs. In addition, the judges no longer needed to carry hundreds of file folders when they traveled to various hearing locations since they could securely access case documents on the web using a VPN.

Because of the success of the pilot, OSAH planned to expand use of the CMS to all 15 judges in 2018.

DeKalb County

DeKalb County worked closely with citizens and community leaders to enhance the delivery of planning, permitting, and development services through an innovative technology solution that enables effective communication and collaboration between county officials and community stakeholders. The solution automates the management of:

• Land planning
• Development applications
• Entitlements
• Long-range planning
• Geographic information systems

Prior to implementing the Electronic Plans Submission and Review project, managing these operations involved many manual processes that were complex, cumbersome, and time-consuming.

The county typically accepts and reviews several hundred residential, subdivision, commercial, and special-use site development plans (SDPs) annually. Along with various forms and checklists, multiple sets of a paper plan were previously required for each submission, and each plan contained between six and 25 sheets per set, leading to hundreds of pages per submission. Furthermore, SDPs are often reviewed multiple times, sometimes with multiple resubmissions required until all county regulations are met. Manually keeping track of paper plan sets, documents, notes, and collaboration among various county departments throughout the process demanded extraordinary resource-management efforts and staff time, and it proved to be a labor-intensive process for customers.

DeKalb County’s Department of Technology and Innovation worked closely with county departments and Avolve Software to implement ProjectDox, a market-leading solution for submitting and reviewing electronic plans. Deploying the solution required re-engineering many of the county’s internal business processes along with innovative thinking and collaboration from all stakeholders. It allowed the county to eliminate many paper-based, manual processes and to enhance the overall interoperability of planning and development systems. The project also created a more transparent means of working with citizens and businesses.

The technology solution connects to existing, structured databases; handles unstructured data, such as plan and document files; and manages an integrated set of complex workflow and forms-based processes. Moreover, the system is easy to use and accessible at all times to citizen stakeholders and county departments.

The online availability of digital plans eliminates the need for physical plans to be routed among various county offices. It’s now common to see the time to complete the permit process reduced by 50 percent and the time needed for second reviews reduced by as much as 70 percent. As a result, the permit process can be shortened by days and even weeks. In addition to saving time, the online process is more accurate since all reviewers are now confident of looking at the same plans at the same time.

Cobb County

Cobb County sought to expand its large GIS user base in 2017 by launching a new, public-facing portal that uses story maps, which make it possible for the county to share large sets of dynamic information in a visual, colorful, and easy-to-use format.

Through the new portal at https://cobbcounty.org/GIS, residents can track county projects, download data, print maps, and explore attractions in Cobb County. Story maps spotlight such topics as farmers’ markets, historic driving tours, and the county’s parks. One particularly successful story map involved collaboration with the Cobb County Emergency Management Agency; the story map turned out to be key to the county’s efforts to reach citizens during Hurricane Irma in September 2017 and a major snow storm in December 2017.