Program Implementation

Tips to Implementation: Branding the tool and the resultant promotional materials have been extremely helpful in spreading the word about ACCESS. Agencies across the State are encouraging DHFS to produce publications at each phase of the project to help highlight the new capabilities. Marketing materials can be ordered by agencies and community partners online at no charge. They also are distributed at statewide coalition meetings, and DHFS is looking to connect with other groups, such as emergency rooms and Federal Qualified Health Centers, that have not been tied into the ACCESS system in the past.

Keys to Success: During the tool design phase, several decisions proved to be key to the success of ACCESS:

• All materials are written at a fourth grade reading level. This style and the ample use of graphics make it easy to use for those who may be less familiar with Web applications or have difficulty reading.
• The screening tool should take a maximum of 15 minutes; the application should take between 30 and 40 minutes. This time limit was based specifically on focus group feedback and how long clients are willing to spend on various activities.
• The screening tool does not ask which public assistance programs the individual would like to screen for. The resulting eligibility list is based simply on the needs that arise through the applicant’s answers. The purpose of this is to connect clients to benefits for which they may not know they were eligible.

Successes: A strong link was deliberately established between the State’s electronic case management system, CARES, and ACCESS. This allows for a better flow of information between the applicant and the caseworker and should significantly reduce the need for data entry.

Challenges: With 72 counties and seven tribes responsible for implementing the program, there are often vast differences in the manner in which business is conducted. At the same time that DHFS launched ACCESS, the electronic case file system was put in place, further complicating implementation. Some sites have had little difficulty integrating the new practices, while others have struggled with adapting. DHFS has sent technical assistance consultants to help with issues as they arise. Team members also participate monthly in the Income Maintenance Advisory Committee, using it as a forum to address issues and share best practices, as well as gain credibility and buy-in from staff across the State.

Other Lessons Learned: Live demonstrations were critical in the early stages of implementation. However, as the project has continued, DHFS has become more selective in how it uses face-to-face resources. DHFS continues to visit programs to encourage ACCESS use, providing a quick demonstration, and an online tutorial is available for partners. Secondly, DHFS seems to be losing some potential clients between application and enrollment, which may be in part due to the requirement that applicants provide supporting documentation either through the mail or in person. The State is able to verify some information through data exchanges with other systems, including Social Security and Child Support. Other options, such as scanning, are being considered for documentation submission.