February 2017 Vol. 8 Issue 1         PDF Version

County Service Center Group Newsletter

February 2017 Vol. 8 Issue 1
"Passion will keep you going when the going gets tough."    ~ David Copperfield
"...Most customers weren't fed up with any one phone call, field visit, or other interaction - in fact, they didn't much care about those singular touch points. What reduced satisfaction was something few companies manage - cumulative experiences across multiple touch points and in multiple channels over time."                   ~ Harvard Business Review, 09/2013 issue
10 Customer Service
and Customer Experience Trends for 2017
Source:  Forbes.com
1. Customer Service is getting better
2. Value and experience trump price
3. Personalization creates a better customer experience
4. AI and IA assist those who assist the customer
5. Chatbots are getting better
6. "Customer success" is gaining popularity
7. Proactive service is gaining in popularity
8. The phone is being used less and less
9. Fast, Faster, Fastest!  Customers want a response
10. Convenience wins:  How easy are you to do business with? 

Doing More with Less


Throughout the last quarter of 2016 and the beginning of 2017, there are reasons to be both optimistic and concerned about the future of our work, jobs, and clients. This newsletter and our upcoming webinar will explore what can be done today, when tomorrow may be uncertain.


What is positive? There’s power in numbers.  Let’s look at some:

  • 13 million Californians are on Medi-Cal Health Care Coverage. 

  • Since 2013, California Health and Human Services agencies added approximately 20% more staff to better serve approximately 40% more clients.  In many cases, service delivery has been modernized with technology and by becoming more customer service focused, making it easier for clients to obtain benefits without negatively impacting their own work lives.

  • 80% of California households have computer and internet access,  therefore we should continue to look for ways to automate, streamline, and provide self service.


What is of concern?

  • How will the new administration impact benefit services?

  • Will the economy downturn? Will this effect budgets?

  • What will happen with the ACA and if changes occur, when?

  • How will caseloads be effected?


This newsletter and our webinar on March 1st @ 11:30 – 12:30 PST will address your ability to do more with less with the infrastructure you already have in place.

The good news is that most of you have already transitioned to a service delivery model that allows flexibility, efficiency, and opportunity, in order to manage and leverage your staff, facility, and technology resources. 


Learn, listen and collaborate with your peers on how to most effectively use what you already have.


In order to address what you want to know we have created an easy to use form. Please submit any questions (see below) or concerns you would like to see addressed in our

March 1st webinar. 

Hang on for the ride – it is going to be an interesting year!

~Vail Dutto, InTelegy CEO


1. CA Dept. of Finance Demographic Reports


How to Forecast and Manage Staff Resources in Uncertain Times


How does effective staff forecasting and scheduling impact our annual budgeting and quarterly forecasting? How does this forecasting translate into operational procedures? Why does it matter and why should we care?  

This is the topic of our upcoming webinar on March 1st  @ 11:30 - 12:30 PST. 

This article is intended to stimulate your thinking and questions as well as encourage collaboration between the budgeting process and what actually happens in operations.


Now that most county operations are in a service center model, (the customer is served through multiple channels by the next available worker and the case work is assigned using a task-based model), these operations are now ready for a more proactive and planned approach to maximally predict and allocate staff. 

A Staffing Modeling process provides a county with the ability to more accurately quantify the staff needed to perform the work on hand or workload predicted. Specific workload volumes are assessed in conjunction with assumptions of individual handle time for unique activities and the right staff required to get the job done.

To build the staff forecast you need the following data:

  1. Current case and application volumes

  2. Projected growth rate

  3. Assumptions of specific workload volumes based on case or application volumes

  4. Handle time assumptions by staff position for each unique workload process

  5. Assessment of current staff available or budgeted


Using this data, you can start building predictive models.  


Staff Modeling can also be used to project growth based on historical  patterns and projections so that staff requirements can be matched to estimated future customer needs.


Operations teams can use staff modeling to flexibly allocate staff and meet customer demand. This process will also identify staff gaps or overages based on your existing and projected workload volumes so that organizations can reallocate staff task distribution levels on an ongoing basis. Do we have enough staff to cover next month's renewal volume? What effect will changing business processes have on the staff we need to assign to that work? How many staff do we need to provide One Touch service at all access points?

Operations managers consider these sorts of questions every day when determining the best way to provide service and to accomplish the work at hand. The problem is that the answers are often left unanswered, or answered with gut instinct or unsubstantiated ideas of how many staff are needed.

What we do know about the workload related to providing great customer service is:

  • The case work does not all come on a scheduled basis, it occurs when there is a customer need.

  • There are peaks and valleys for intake and continuing work amongst the different programs.

  • Some workload has a higher priority, such as when the customer’s benefits are in jeopardy.  Knowing the right number of staff to allocate to these priorities is not always easy.

Although manual calculations are possible, we've taken years of experience to build the InTelegy Staff Modeling Tool (SMT) to make this process easier for our county partners.

SMT is a flexible and easy-to-use software tool that helps organizations forecast and plan for staff budgeting, hiring, scheduling, and training needs, both today and in the future. SMT utilizes existing county case load and application volumes to calculate expected tasks, calls, and walk in service requirements. It assists a county in determining how to distribute this work among its valuable resources.

Do I Have the Right People, Doing the Right Work, at the Right Time?

Staff Modeling Tool
Staff Modeling Tool (SMT) is a flexible and easy to use software tool that helps organizations answer the question "What staff do we need, doing what work, within what time-frames?" SMT allows an organization to forecast and budget for staff and plan for hiring, scheduling and training of staff needs today and in the future.
Are We Back to Doing More with Less?


InTelegy's CSCG Webinar

March 1st

11:30 – 12:30 PST


Addresses your ability to

do more with less

with the infrastructure

you already have in place. 

Please submit any questions or concerns you would like to see addressed in our March 1st webinar. 
InTelegy News

InTelegy celebrated 20 years in 2016! What started in 1996 as a desire to change the service delivery model through process innovation, using modernized technology and good old fashioned hard work and integrity, has grown into a consulting organization dedicated to improving the dignity of the Health and Human Services client experience.


InTelegy Attends National Human Services Conference: InTelegy attended the IT Solutions Management of Human Services Annual Conference in September of 2016 and met Human Services agencies from across the United States. InTelegy will attend this year's conference in Washington DC. Look for us there demonstrating our Workload Management Tool (WMT) and Staff Modeling Tool (SMT.)


InTelegy recently partnered with Pacific Institute (www.thepacificinstitute.com) at Sacramento County to work on Strategy and Organization Development to compliment a Service Center Design project. 


Farewell Margaret:  Anyone who's attended the CWDA Dinner, received our newsletters, or participated in a webinar, has met Margaret Condie. After years keeping InTelegy organized, on time, and moving forward, she has decided to retire and travel more.  We will miss her! Please join us in welcoming Danna Wright to the InTelegy team.

Client Updates

Sacramento County: In 2016 Sacramento County Department of Human Assistance started a two-year Service Delivery Redesign project. Throughout the summer of 2016 Sacramento County redesigned 8 of their customer lobbies to improve the client experience and make more available self-help and assisted help options for all benefits programs and employment services.  


Placer County: In December 2016 Placer County's Human Services Division replaced their legacy Task Management Tool with the InTelegy Workload Management Tool (WMT). The entire Placer HSD team was involved in the configuration and implementation of this tool across intake and ongoing case management for all of their benefits programs.  


Tulare County: Health and Human Services Agency-TulareWORKs has kicked off a 2017 WMT Implementation project. This project will replace their 10 year old Task Management Tool with InTelegy's Workload Management tool. On this project will be InTelegy's WMT team who also led the effort at Placer County:  Robb Moretti, Anthony Zoppo and Ian Day.  

Kings County: Kings County HSA is currently conducting an assessment of their service delivery for Benefits Services and is looking to improve processes in many areas of their operation. Kings County has a long history of proactively reviewing and improving service with the customer in mind.