A Playbook for Improving Unemployment Insurance Delivery

Draft Strike Team Assessment Output

Draft Strike Team Assessment Output

A process map of the claimant and employee experience of an unemployment claim, including, but not limited to:

  • Applying for “regular” UI
  • Applying for PUA
  • The process map(s) should include:
    • Names of underlying systems
    • Error rates
    • Volume rates
    • Processing times (e.g. this task takes, on average, 6 minutes)
    • Wait times (e.g. this task waits, on average, 6 days to be completed)
    • Type of employee who can complete a step and number of these employees, as applicable
    • Escape hatches
      • Ways escape hatch can be exploited and mitigating factors
      • Also note absent escape hatches

An instrumented dashboard that calculates backlog at least once per day.

  • Definition should be shared across sites and determined by U.S. DOL, though the underlying math will differ (could start with CA strike team definition)
  • This must have clear differentiation by claimant (e.g. one claimant can only count in the backlog once)

A workload management tool that enables leadership to work down claims most efficiently.

  • This can be a software tool or a spreadsheet
  • Each step should include:
    • Average time to complete step
    • Volume of claims in this step (# of pending tasks)
    • Number of available employees who can complete this task (averaging in average attendance)
    • Number of assigned employees
  • Steps must consider dependencies (e.g. if Step 2 follows Step 1, all claims that complete Step 1 on Monday should appear in Tuesday’s workload for Step 2)

A proposed mechanism for capturing and monitoring equitable outcomes (e.g. race, ethnicity, gender, age).

An initial plan for how the agency can realistically add automation and elastic resources to scale capacity up/down (with numbers).

An analysis of what, if any, shared service(s) the state does or could benefit from.

  • For existing shared services, details on what needs to be improved for it to be effective
  • For non-existent shared services, details on what it needs to do, and how the state would integrate with it

An initial plan for how the agency can define and concretely, automatically measure success in terms of benefits delivery for claimants (accuracy, timeliness, and equitable access), fraud reduction, and elastic capacity.

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Supported by

The Families & Workers Fund