Cambria has a long history of serving clients in human services programs (including Temporary Aid for Needy Families, State Supplementary Payment Program, In-home Supportive Services, and the Supplemental Nutrition Assistance Program). Our projects range from program development and planning to procurement assistance to managing statewide technology implementations.
These initiatives require deep programmatic understanding and the practical application of experience from having delivered similar systems or having worked within the public sector delivering these services. Cambria delivers both to create effective work teams with our clients and deliver success. This human approach allows for the collaboration necessary to solve an organization's most difficult challenges.
Cambria helps states and counties deliver human services programs such as Temporary Assistance for Needy Families (TANF), Supplemental Nutrition Assistance Program (SNAP), and childcare more efficiently via improved eligibility determination processes and systems.
Cambria services include technology assessments, feasibility studies, system integration, project management, business process improvement, system implementation, and independent verification and validation (IV&V) in program areas such as case management, eligibility determination, horizontal integration, reporting, and performance measurement.
Our deep understanding of human services programs enables us to be more informed and knowledgeable when it comes to the design, development, implementation, and maintenance of integrated eligibility and case management solutions.
Cambria combines our knowledge and expertise of human service programs — including child welfare, electronic benefits transfer (EBT), and in-home supportive services (IHSS) — with an understanding of technology implementation.
Our knowledge and experience helps our clients successfully implement their business solutions. Services include project management support, technology design and development, implementation, training, change management, and organizational readiness.
The County of Los Angeles Department of Public Social Services has been experiencing increased workloads due to higher caseloads resulting from the implementation of health care reform. With the desire to move to a virtual service delivery model, a new set of business practices is essential in helping the Public Social Services department increase staffing capacity through the standardization of its processes.
Cambria was engaged to assist the department in designing a new service delivery model for their CalWORKS, CalFresh, and MediCal programs. The new model will reengineer their current business processes and practices to maximize investments made in technology. We facilitated efforts to establish their vision and developed the implementation roadmap for the various business process improvement efforts.
Cambria developed a set of tools to support the Department’s business process improvement vision, as well as the implementation of their redesigned eligibility processes. Upon implementation of the service delivery model, the Department will be able to decrease the overall eligibility determination process time for new applicants and current participants. The new process designs will expand the Department’s human resource capacity to support the increase in workload throughout the county.
In FY 2008-2009, California paid approximately $160 million to the Social Security Administration to administer the State Supplementary Payment (SSP) program on the state’s behalf. California was evaluating moving to a state-administered SSP since other states have found significant cost savings by moving to that model. A key challenge was that both the Legislature and Department of Social Services had concluded through prior studies that state administration in California is cost-prohibitive, yielding little to no cost savings.
The Cambria team used their extensive program knowledge to conduct interviews of key policy, systems, and county stakeholders to assess the viability of administrative alternatives. The team conducted interviews of agencies in other states that employ state-administered models and created a detailed cost model that analyzed various permutations of policy and administrative scenarios. Finally, we developed recommendations for the Department of Social Services to address ongoing administrative costs.
Our effort helped provide a detailed understanding of administrative cost drivers and enabled Department and Agency understanding of costs and impacts in various scenarios. California continues to evaluate the viability of bringing this program in-house to reduce the annual liability of $160 million currently paid to the Social Security Administration.
The Department was seeking to implement a business analytics and reporting solution to address increased statewide data reporting responsibilities, challenges associated with accessing data for program decisions, and federal targets. The system objectives were to obtain work participation data from county welfare systems to enable mid-year course corrections, evaluate client behavior and identify trends using longitudinal data, and monitor progress toward increasing work participation. This also included mitigating the risk of paying $330 million in federal penalties for not meeting work participation rate targets.
Cambria’s role on the project included working with stakeholders at the state and county levels to gain consensus on business needs, objectives, and priorities for a solution to support these decision-making and reporting requirements. Cambria staff provided project management services throughout the project and conducted an As-Is business process analysis to help with the evaluation of solution alternatives.
Cambria developed business requirements for the solution, before working with the Health and Human Services Agency and the Office of Systems Integration to select a solution capable of being leveraged agency-wide. Cambria also developed a formal feasibility study report, including resource estimates, cost estimates, and governance roles and responsibilities, and presented the solution to the Steering Committee and the Office of the State CIO—resulting in an approval of the project to move forward.
California’s EBT system represents one of the state's largest health and human services projects. In 2008-09, the electronic benefit services provider was to be replaced and a new system implemented in all of California’s 58 counties. The EBT system automates the delivery, redemption, and reconciliation of food stamp and cash program benefits administered by the counties under the supervision of the Department of Social Services. This project was federally mandated by the USDA Food and Nutrition Service.
Cambria provided procurement support leading up to the selection of the benefit services vendor. Cambria staff led both the functional and technical project management services, encompassing the design, development, testing, and implementation of the statewide procurement and replacement of county-provided benefits. Our staff also provided review and assessment of the Request for Proposal, assessment of a bidders’ ability to submit a compliant proposal, identification of other areas of improvement, and additional recommendations.
Cambria played a significant role is transitioning the EBT system to a new vendor. Over one million clients currently use the EBT system to access benefits, over 12,000 retailers accept the EBT card, and most ATMs and banks statewide participate in providing EBT benefits. All 58 counties use the EBT system to provide benefits and, at the time of the implementation, four county eligibility systems interfaced with it.
Because of the transition by the State of California to CMIPS II to support the In-Home Supportive Services program (IHSS), Solano County was seeking project management services to guide and manage the project to a successful transition. The impacts on the county included business process changes and data conversion by each county from the current system to the new system.
Solano County engaged Cambria to provide project planning and management of all county implementation-related activities, specifically data readiness, business process reengineering, site readiness, training, and communication and outreach. The Cambria team also identified and resolved all implementation issues, working with county management to mitigate project risks, and coordinating and reporting on the functional workgroup activities and progress.
The Cambria team assisted Solano County in a successful go-live of CMIPS II. Cambria contributed to the smooth transition by working with Solano County staff and developing a strategy to inform internal and external stakeholders (including the county and state project teams, IHSS and Public Authority staff, and IHSS recipients and providers) about the project and its associated impacts.