Fellowship Openings

Redesigning Workflow to Increase Efficiencies

Project: Redesigning Workflow to Increase Efficiencies

Agency: Workforce Development, Aging and Community Services

Location: Los Angeles County, CA

PROJECT CONTEXT

Los Angeles County Workforce Development, Aging and Community Services (WDACS) Department encompasses a wide range of programs, from overseeing the America’s Job Center and serving Meals on Wheels, to running Community and Senior Centers, providing Adult Protective Services, and coordinating the County Dispute Resolution Program. The department’s core mission is to connect communities and improve the lives of all generations in Los Angeles County. Yet administrative transactions are consuming resources and directing human capital away from frontline operations.

Internal workflows at WDACS may at times take 60 to 70 percent of frontline services staff time. These administrative transactions are consuming resources and human capital away from frontline operations. Further, workflow gaps across the department at times affect the transition of tasks from one workflow to another. This is time that staff would prefer spending on servicing clients rather than on procurement, getting approvals, or performing other internal tasks.

To support their efficiency efforts, Los Angeles County’s Workforce Development, Aging and Community Services will partner with FUSE Corps to host an executive-level fellow for one year who will analyze workflows within the department, determining which workflows are critical based on the impact they achieve, creating a plan to streamline high resource workflows, and identifying points of connection to ensure smoother transitions.

The work will involve identifying what can be automated, what can be relocated, and what can be reallocated. Some solutions will involve technology, but some will need to asses redeployment of human capital. The overall goal is to free up time for frontline staff to have more time to provide increased services for LA County’s residents.

PROJECT SUMMARY & POTENTIAL DELIVERABLES 

The following provides a general overview of the proposed fellowship project. This project summary and the potential deliverables that follow will be collaboratively revisited by the host agency, the fellow, and FUSE staff during the first few months of the fellowship, after which a revised scope of work will be developed and agreed upon by the FUSE Fellow and the host agency.

Starting in April 2020, it is proposed the FUSE Fellow will:

First 3 months

  • Meet with representative staff in each of the programs across the department to assess and map workflows for primary tasks within each of the department’s work areas. Although the tasks that the fellow may be asked to assess will be determined in conjunction with a supervisor, the tasks may include:
    • Procurement
    • Contracting
    • On-boarding
    • Posting and hiring for open positions
    • Staff evaluations
    • Approval structures
    • Project management (assignment and oversight of action items)
    • Audit support:
      • Response preparation
      • Artifact gathering
      • Process compliance
    • Identify the highest resource task functions to prioritize for redesign.
    • Present findings to internal stakeholders for initial feedback.

Next 3 months

  • Select one of the high resource task functions identified as a priority in the initial workflow assessment and redesign it with an eye toward both possible technological solutions and human capital solutions.
  • Implement a pilot to test the workflow redesign within one of the department’s program areas.
  • Evaluate the pilot on an ongoing basis using both quantitative (i.e., measure the actual time staff members devote to a specific task) and qualitative (i.e., feedback from staff about how they like the new process) metrics.

Next 3 months

  • Draft a report that incorporates the findings from the initial pilot and present the report to stakeholders across the department.
  • If it is determined that the pilot was successful, map a plan for rolling out the piloted redesigned process across the department.

Last 3 months

  • Plan for project sustainability beyond the end of the fellowship.
    • Identify the next priority function to redesign and pilot.
    • Identify the program area in which to pilot the next redesign. (It is to be hoped that, if the first redesign pilot goes well, there will be no shortage of programs seeking to participate in future pilots, because they will have seen the benefits of reduced administrative work.)
    • Identify the resources within the department that will be needed to manage future redesign pilots as they are rolled out.
    • Map out each of the remaining workflows that should be redesigned and then piloted, based on order of priority.
  • Redesign the next workflow to be addressed and launch the pilot to test it.

KEY STAKEHOLDERS

  • Otto Solórzano, Acting Director of Los Angeles County Department of Workforce Development, Aging and Community Services
  • Michael Agostinelli, Information Technology Manager
  • Department Assistant Directors for each of the primary administrative areas – Administrative Services and Contracts, Aging and Adult Services, Community Services, Human Relations, and Workforce Development
  • Representative department frontline staff who will be identified to participate in the initial assessment of the workflows and may participate in any initial redesign pilots.

QUALIFICATIONS

  • At least 10 years of professional experience in a relevant field; experience working for or with government clients a plus.
  • Familiarity with technological solutions for large organizations, including, but not limited to, Oracle or MySQL.
  • Candidate should be fully versed in normalizing data structures.
  • Experience using PHP frameworks or designing or developing mobile applications a plus.
  • Deep project management experience, particularly in delivering workflow automation projects.
  • Superior critical thinking and analytical skills.
  • Solid writing and oral communication skills; the ability to build and deliver persuasive presentations.
  • Ability to synthesize complex information into clear and concise recommendations.
  • Excellent stakeholder engagement and the ability to use facilitative leadership techniques to coordinate stakeholder activities.
  • Self-motivated, goal-oriented, entrepreneurial leader who can also be an independent worker.
  • Persistent in obtaining information and creatively resourceful in identifying solutions to complex problems.
  • Ability to create direction and movement within potentially ambiguous
  • Understands the need for solutions to support all people in a community regardless of race, religion, gender, immigration status, or ethnicity.

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