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ATTACHMENT VIII <br /> <br />MAKING THE BEST USE OF EXISTING STAFF TO IMPROVE SERVICE <br /> <br />DELIVERY EFFECTIVENESS AND CUSTOMER SERVICE <br /> <br />- The existing organization is structured around categorical programs and staff job <br />classes. Clients must often deal with several different workers. This is confusing. <br />Gathering information and processing it is highly redundant and thus inefficient. It is very <br />difficult to coordinate service delivery to individual clients. Attachment VilLa <br />"current" illustrates existing processes. <br /> <br />-- The planned organization uses generalist case managers who serve as the primary point <br />of contact between the agency and clients forall services. Case managers are supported <br />by "invisible experts" available in all program areas. (Some invisible experts also serve as <br />case managers themselves). Customer service will be greatly improved and redundant <br />information gathering will be sharply reduced. Attachment VlII-a "planned" reflects <br />the new service delivery process. <br /> <br />-- Attachments VIII-b and VIII-c reflect the planned change in organization <br />structure to three divisions designed to meet the range of needs of abused and <br />neglected children, older and disabled adults, and families with children needing <br />employment services. <br /> <br />-- The Department's plan uses the talents and skills of existing staff. As the plan <br />involves utilizing staff at higher levels of qualification and responsibility, <br />promotions should be expected. For example, several clerical and income maintenance <br />caseworker positions are planned to be reallocated to automation support and social <br />worker positions. <br /> <br />--All staff have had the opportunity to apply for advancement opportunities which have <br />been planned. <br /> <br /> <br />