Standardized and streamlined the Quarterly Operational Review process. Reduced the elapsed time needed to prepare quarterly reports by 55%, reduced the amount of staff required by 50%

Improved real estate leasing process time by 67 percent. 

Reduced time to enroll fleet vehicles in M5 be 69 percent.

Reduced the time for an establishment to get a license by 99.8 percent.

Reduced average time to process an insurance product file by 65 percent.

Improved the efficiency of the facility movement schedule resulting in increased facility security, increased offender production hours, and maintained facility programming.

Simplified staffing schedule by reducing the number of officer start times from 17 to eight in order to balance the needs of both the institution and the staff.

Created new staffing and training schedules that more adequately balance training requirements and coverage of officer posts.

Improved workplace safety. 

Reduce the amount of time to process IT purchases by 55%

Reduce the amount of time to provide E911 addressing to new residents by 95%

Streamlined the workshop planning and implementation process that will reduce the amount of staff time to develop by 1500 hours per year, and save an estimated $20,000. in printing costs

Reduced the elapsed time by 71%, and the  task time by  42% to provide an assessment  audio technology requirements for clients seeking employment services

Developed a new process that will allow for the efficient interface between the DEED Workforce 1 work tracking software, and the State’s new financial tracking system, SWIFT

Developed a standard process for Trade Adjustment Assistance (TAA) requests and will create TAA program policies for consistent and accurate responses. The new process reduces total process time by 53 percent and task time by 70 percent.

Established standard process for referrals from Re-employment & Eligibility Assessment (REA) to Re-employment & Eligibility Services (RES).

Reduced process time for disbursing community development grants by 93 percent.

Standardized birth and death certificate application process, reduce tasks by 40 percent, waits by 79 percent, handoffs by 50 percent, and total process time by 96 percent.

Standardized video conference scheduling tools and processes to meet increasing demand, save time and maintain high quality of work for a 22 percent reduction in tasks and 25 percent reduction in handoffs.

Reduced the elapsed time to schedule and capture nursing home surveys by 34% and save approximately 3 FTEs of staff time.

Utilize a standard electronic system to process and track inquiries and empower key staff to make response decisions. The new process will lead to savings in paper, supplies and staff time and be 67 percent faster than the old process.

Reduced time for home care license pre and post survey process by 62 percent.

Developed a consistent hiring process for central office, SOS, and MSOP. The new process will reduce the elapsed time of the bidder fill process by 57 percent and no bidder fill process by 40 percent.

Improved process time for gathering MMIS estimates by 78.5 percent. 

Streamlined the bill analysis and fiscal note processes, created a bill prioritization system, updated forms to match the new process, created standard work and a central repository for all bill analyses and fiscal notes.

Reduce the amount of time needed to complete a Loss of Duty Investigation, from a current average of 269 days down to an average of 50-75 days

Reduced the time it takes to capture vehicle usage and distribute vehicles by 80 percent.

Reduced Enlisted Personnel System (EPS) packet process time by 64 percent.

Reduced hiring process time by over 50 percent.

Redesigned process for providing customers with permission and connectivity to BCA services.

A 68% reduction in elapsed time for vacancies filled by bid and 69% reduction in elapsed time for vacancies filled competitively. The new process also includes a one-stop shop for vacancy related information and enhancements to the Strategic Staffing Plan.

Reduced time spent devel-oping plats by 36 percent. Elminated handoffs and reduced total wait time by four weeks.

Reduced the time it takes to process design exceptions by 85 percent by estab-lishing response timelines and enhancing training.

Reduced the Electronic Document Management System process time by 56 percent.

Created standard of work for resident mealtimes and staff break times to make process more resident centered with an emphasis on teamwork and enhanced communication.

Created a streamlined admissions process that is easier, faster and more understandable for families, residents and staff.

Created a more efficient referral and lab process.

Streamlined the hiring process. Reduce the elapsed time to fill vacant position by 50%. Utilized more electronic filing and storing of data.

Reduced the elapsed time to evaluate transfer credits and determine eligibility for admissions by 75 percent.

Improved class scheduling process time by 61 percent.

Restructured guide and catalog into two electronic publications that will be produced in half the time, and be more accurate and targeted to customer needs .

Streamlined P2 mailing, printing, receipting and tracking process, reduced wait time, separation of roles, reduced paper use.

Developed a streamlined, standard process for making updates to the PCA website.

Redesigned the water quality assessment process.