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Status Update from Technology & Operations

Status Update from Technology & Operations. April 14, 2008. 2008: A Year of Change. New technologies and enhancements Operational process and procedure changes Further integration and rollout of shared service business model Collaboration of technology and operations

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Status Update from Technology & Operations

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  1. Status Update from Technology & Operations April 14, 2008

  2. 2008: A Year of Change New technologies and enhancements Operational process and procedure changes Further integration and rollout of shared service business model Collaboration of technology and operations Objective: Better, faster, cheaper The dogmas of the quiet past are inadequate to the stormy present. The occasion is piled high with difficulty, and we must rise with the occasion. As our case is new, so we must think anew and act anew. Abraham Lincoln They say that time changes things, but you actually have to change them yourself. Andy Warhol

  3. Operations & Technology Update Agenda Technology ISIS II Current State of ISIS II Capabilities Overview by Module Timeline and Rollout Schedule Enhancements by Function User Group Update Adoption tools CaseWorx Current State of CaseWorx Timeline Budget Management Maintenance and Enhancements Aggregate Reports Work Plans TaskManager

  4. Current State of ISIS II 27 active projects 12 - Minneapolis 3 - Palm Beach Gardens 10 - Faribault 90 % of core application complete Many of the performance issues have been resolved User Group actively involved in change management and prioritization of enhancements, changes, bugs Case installation time has been significantly reduced Migration to production case installation is nearly complete 2 cases have successfully been executed from scan, keying in new software, and loaded into ISIS II Note: ISIS I continues to maintain a large number of cases and will continue support of the Securities niche through the end of the year.

  5. Mail • Scanning • Claims Processing • Claims Administration • Letters and labels • I3 Integration • FAQs • Clamant Service Integration • Claim Service Integration • Calculation • Distribution • Entitlement • Payment • Import Export • Reconciliation • Re-Issue • Case Set Up • Application Administration • Reporting Services • Claims Inventory & Accounting • Client Reporting and Metrics ISIS II – Current Capabilities by Module Modules and Services Forms Processing Module Mail Processing Service Receipting Coding Tracking Scanning Kofax integration Forms viewing Integration with Viking 3rd party keying software Claimant Management Services Claimant detail Change logging Claim Management Services Single claim processing Batch claim processing Barcode read claim form processing Application-wide and matter-specific message codes for tagging claims, claimants Undeliverable and forward claim processing Matter specific customization can be made for claimant, claim, and claim detail information Attachments Allows for multiple scanned images (claim forms, etc) to be associated to a claim. Queue processing (claim forms, deficiency letters, check stubs, etc) Letters and labels Integration with Microsoft Office Services Conditional Generation Custom Generation Custom Formatting Clients Intermediaries Rust Processors Claimants Presentation and Aggregation Modules and Services Case Administration Call Center Funds Distribution Forms Processing Data LoadingServices Keying Services 3rd Party integration Services ClientIntegration Services Bank - PaymentIntegration Services Adaptable Infrastructure Services

  6. Mail • Scanning • Claims Processing • Claims Administration • Letters and labels • I3 Integration • FAQs • Clamant Service Integration • Claim Service Integration • Calculation • Distribution • Entitlement • Payment • Import Export • Reconciliation • Re-Issue • Case Set Up • Application Administration • Reporting Services • Claims Inventory & Accounting • Client Reporting and Metrics ISIS II – Current Capabilities by Module Modules and Services Call – Contact Center Module • Case FAQs • Setup and update • Track • Claimant Services • Claim Services • Basic I3 Integration Clients Intermediaries Rust Processors Claimants Presentation and Aggregation Modules and Services Case Administration Call Center Funds Distribution Forms Processing Data LoadingServices Keying Services 3rd Party integration Services ClientIntegration Services Bank - PaymentIntegration Services Adaptable Infrastructure Services

  7. Mail • Scanning • Claims Processing • Claims Administration • Letters and labels • I3 Integration • FAQs • Clamant Service Integration • Claim Service Integration • Calculation • Distribution • Entitlement • Payment • Import Export • Reconciliation • Re-Issue • Case Set Up • Application Administration • Reporting Services • Claims Inventory & Accounting • Client Reporting and Metrics Modules and Services ISIS II – Current Capabilities by Module Funds Distribution Module • 1. Calculations • Calculations are customizable per case • Losses can be recalculated as necessary during QA process • Calculations can be performed in multiple locations for additional development flexibility • Calculations are performed on the server for performance and process isolation • 2. Distributions • Integrated Entitlement (award) calculations • Multiple distribution types support • Rolling and/or multiple distributions support • Integrated funds validation (QA control). • 3. Entitlements Services • Entitlements are scoped within a single distribution. • QA control for when an entitlement can be performed. • Entitlements may be put on hold to postpone payment generation and check distribution for a claim. • Process status and status messages are captured during calculation process. • Calculations are customizable per case. • Calculations can be performed in multiple locations for additional development flexibility. • Calculations are performed on the server for performance and process isolation. • 4. Payment Generation Services • Generation process is customizable per case. • Payment generation process supports both pre-loaded or calculated loss/award data. • Tax calculations can be customized per case and/or distribution as needed. • System supports multiple payees per claim and multiple addresses per payee. • Process is performed on the server for performance and process isolation. Clients Intermediaries Rust Processors Claimants Presentation and Aggregation Modules and Services Case Administration Call Center Funds Distribution Forms Processing Data LoadingServices Keying Services 3rd Party integration Services ClientIntegration Services Bank - PaymentIntegration Services Adaptable Infrastructure Services

  8. Mail • Scanning • Claims Processing • Claims Administration • Letters and labels • I3 Integration • FAQs • Clamant Service Integration • Claim Service Integration • Calculation • Distribution • Entitlement • Payment • Import Export • Reconciliation • Re-Issue • Case Set Up • Application Administration • Reporting Services • Claims Inventory & Accounting • Client Reporting and Metrics Modules and Services ISIS II – Current Capabilities by Module Funds Distribution Module Continued…. • 5. Data Export Services • SQL Server Integration Services leveraged for exporting • Server process generates bank specific Positive Pay File • Server process generates either external vendor flat files or internal dBase 4 files for Check Printing. Similar process could be developed for Voucher and/or Coupon printing. • 6. Data Import Services • SQL Server Integration Services leveraged for importing • Server process imports Cleared Check file, updating payment statuses and generating payment exceptions as necessary. • Server process imports Void/Adjustment file, updating payment statuses and generating account adjustments as necessary. • 5. Reconciliation • Most payments are automatically reconciled during Cleared Check import process. • Payments with matching check numbers are cleared. • Account adjustments (credits) can be applied to cleared payments with mismatched issued and paid amounts. • Payments with matching issued and paid amounts are reconciled. • Payment exceptions with unmatched check numbers can be associated to an existing payment and reconciled. • System tracks payment adjustments to complete reconciliation process between payments and account adjustments. • 6. Reissue • Payments may be reissued to one or more payees. • Split payments cannot total more than the original payment. Clients Intermediaries Rust Processors Claimants Presentation and Aggregation Modules and Services Case Administration Call Center Funds Distribution Forms Processing Data LoadingServices Keying Services 3rd Party integration Services ClientIntegration Services Bank - PaymentIntegration Services Adaptable Infrastructure Services

  9. Mail • Scanning • Claims Processing • Claims Administration • Letters and labels • I3 Integration • FAQs • Clamant Service Integration • Claim Service Integration • Calculation • Distribution • Entitlement • Payment • Import Export • Reconciliation • Re-Issue • Case Set Up • Application Administration • Reporting Services • Claims Inventory & Accounting • Client Reporting and Metrics ISIS II – Current Capabilities by Module Modules and Services Case Administration Module Setup Recipes setup functionality with minimal setup time required Custom – varying depending on complexity Application Administration User-based security by project Full Message Code support Call Center administration Security Price administration Application Preferences Reporting Services Top 11 Reports from ISIS I integrated Case management reports QA reports Client reports Claims Inventory & Accounting Integrated claims reconciliation Claims status Claim disposition Clients Intermediaries Rust Processors Claimants Presentation and Aggregation Modules and Services Case Admin Call Center Funds Distribution Forms Processing Data LoadingServices Keying Services 3rd Party integration Services ClientIntegration Services Bank - PaymentIntegration Services Adaptable Infrastructure Services

  10. ISIS II – Current Rollout

  11. ISIS II Timeline & Rollout Schedule Top Priorities

  12. Administration and Management • Data View and Review • Claims Inventory • User Interface - Usability • Reporting – New and enhanced Reports • Operations • Mail Receipting and Processing • Scanning & Document Management • Call Center operation • Letters and labels • Check Processing • Key form Image • Web Services Claimant – Public Facing - Extranet • Claimant Services • Claim Services • Content Services • Client Facing Portal – Extranet • Case Matter Services • Reporting • Metrics • Communication ISIS II Enhancements by Function Maintenance & Enhancements Internal Benefits Complete Adoption by all Niches in 2008 Lower the cost of processing and completing a case Lower the time and cost of case set Up External Benefits • Highly re-usable and scalable system to all markets we serve • Capabilities that can be presented in a sales context that differentiate rust from it’s competition • High levels of compliance and control that have achieved SAS 70 and FISMA audits Challenges • User business ownership of priority and business result • Prioritization of improvements with benefits gained • Transforming business operations to match ISIS capability and mating ISIS capability with business operations Priority Enhancements for Q2 – Filling in the Gaps • Mail Processing • Scanning Integration • Check Processing • Claims Inventory • User Interfac

  13. The ISIS User Group Internal Benefits A business voice to the design and development process Advocacy of the application across all offices Reduction in “noise” for the development team Change management structure critical to SAS 70 – maintenance and enhancement standard process Capture and prioritization process for both ISIS I and ISIS II Tighter financial control on changes External Benefits • Continual improvements to systems allowing faster and more accurate claims processing system Challenges • Completing specifications with the volunteer model • Establishing a user group culture

  14. ISIS II – Adoption Tools ↗ SharePoint Portal for ISIS User Group Internal Benefits Organized training and “buddy system” SP Standard training tool and format for introducing new users to the ISIS II, and ultimately to the process of claims administration Comprehensive User Manual A common destination for users to: Request changes Keep up-to-speed on release updates More consistent communication to the users about the status of the ISIS family of products External Benefits • Better trained and more knowledgeable staff to support ever increasingly complex settlements Challenges • Concurrently developing, fixing bugs, and enhancing the application while training users • Varying degrees of current adoption of ISIS I • ISIS II is a standalone application being implemented into varying processes versus ISIS I where process and application where integrated for the PBG office • ↗ ISIS II Training • WebEx sessions will be the kickoff to our ISIS II training. Each session will be 1 hour long each week. • ↗ISIS II User Manual • Detailed functional and procedural overview of each module within the application

  15. Current State of CaseWorx 688 projects entered into the database 424 - Minneapolis 84 - Palm Beach Gardens 108 - Faribault 4 - New York Primary application features in Maintenance & Enhancement mode Reviewing development platform – Work Plans will push development towards C-sharp Weekly Ops Update report and weekly meeting are driven by CaseWorx information All current SPAs, PMs, and TPMs have been offered training New User Manual is ready for distribution (waiting on final ramp-up process)

  16. CaseWorx Timeline

  17. CaseWorx – Budget Management Internal Benefits Simply location for project budget information to be entered and maintained Company-wide aggregate reporting of budget variances Leverage existing tracking methods w/ new format resulting in higher adoption rate External Benefits • More advanced budget management • Early detection of scope and budget creep Challenges • Integrating Elite w/ a MS Access DB front-end is unproven

  18. Deployed 2.0.3 • Revised home page for TPM usage • Added new fields to case information screen • Declaration/affidavit • Distribution date • Cass/NCOA/LECS cost field • Added new fields to plan of claims screen • Calls to be recorded • Multiple language lines record • Advance feature required now defaults to true • Reports • Included above changes in appropriate report functionality CaseWorx – Maintenance & Enhancements • Deployed 2.0.4 • Case Information Screen • Add MS-Outlook like grids to key tabs • Added reports • Added IT reports • Weekly ops report • Added labels to indicate key dates for Regulated Niche cases. • Changes to label and text box lengths. Internal Benefits Ongoing enhancement of functionality is increasing usability and adoption More users including shared services and front desk team members are using and depending on the information External Benefits • Client service team members are better prepared and have more information readily available • Business continuity when knowledge worker are absent and/or unavailable. Challenges • Compliance with entry and up-keep of data • Roles and responsibilities – ownership of data entry

  19. CaseWorx – Aggregate Reporting Internal Benefits Productivity reports that broadcast information company-wide without “telling the story” Aggregate reporting on case stats, allowing more enhanced workload balancing techniques for Shared Service leaders. Streamlined completion of standard forms Shared services are now entering information to the system (i.e. CPS is adding distribution dates) External Benefits • Opportunity to provide consistent case status reports and project stats formats Challenges • Compliance – only a handful of project staff issue a Resource Alert form • Standardized status reports • Reliability of information • Availability of developer

  20. CaseWorx – Work Plans & the Design Process Internal Benefits Enhanced project planning tool geared towards providing a more effective planning experience Greater visibility on deliverable due dates for more effective resource planning Integrated into the business the ability for advanced planning Events & triggers to improve consistency and on-time delivery External Benefits • Continue to make information more readily available. • Business continuity when knowledge worker are absent and/or unavailable. Challenges • Compliance with entry and up-keep of data • Overhead of data & features may force us to develop future modules in C-sharp versus MS Access

  21. CaseWorx – Work Plans Structure • Timeline Items • (things you plan) • Item 1 • Item 2 • Item 3 Internal Benefits Timeline management that is natural to the business – based upon days before and after trigger events (i.e. 30 days after Prelim Approval Easier to communicate and update timelines aggregately across the company All information is contextual to its location in the process • Checklist Items • (things you do) • Item 1 • Item 2 • Item 3 External Benefits • Better planned projects with the highest probability of finishing on time and on budget. • Project status as a by-product of planning • Consistent receipt of rendered services SOP Items (how you do thing) Challenges • Simplifying a complicated structure • Re-bundling of Front of File, SOP, and numerous other planning artifacts • Universal adoption after rollout Client Delivery Methodology (CDM)

  22. CaseWorx – Work Plans Elements (desired behavior) Calendar Views – All Projects Aggregate views of all project delivery due dates by role List Views – All projects • Aggregate views of all project delivery due dates by role Reminders & Reoccurrences • Easier ways of setting reminders and reoccurring events

  23. CaseWorx – TaskManager Internal Benefits A simplified task request and management replaces VI Multi-leveled task management system that allows tasks to be related to key deliverables Integration with CaseWorx for better monitoring without all the notifications External Benefits • Reduction in task management overhead will result in more value-added time being applied to projects. Challenges • Complicated systems that need to be deployed simply • Multiple application languages

  24. Operations & Technology Update Agenda Operations Current State of Shared Services Shared Service Initiatives Timeline Quality Assurance Update Mailroom Update Scanning, Keying, and Processing Update Design, Layout, and Proofreading Update Call Center Update Letters and Labels Update Process Improvement Update Process Improvement & Change Timeline New Ramp-up Process New Write-off Process SAS 70 & FISMA Centralized Intake Facility

  25. Current State of Shared Services All key services are functionally operational Call Center Mailroom (including Faribault) Scanning (Minneapolis and Palm Beach Gardens) Design, Layout, and Proofreading Check Processing Letters and Labels Roles clarified and structure formalized on all shared service teams Processes are under review – focus on handoffs and interdependencies

  26. Shared Service Initiatives Timeline

  27. Primary Changes: • Improvement in workload balancing • Cross-trained QAMs into Securities niche quality reviews • Started to develop standard QA processes, check lists, and findings reports – independent of application • Moved the functional reporting of QA into Operations Challenges: • Lou’s availability • Workload and billable % leveling • Consistent application of QA methods • Cross-training • Time not included in most proposals • Separating process from application • Integrating team into a operational shared service mode Quality Assurance Not having a common understanding of quality puts more pain into an organization than anything else I have ever known. Philip Crosby Let's Talk Quality, 1989

  28. Primary Changes: • Faribault mailroom implementation • Decision to proceed with mail receipting SOPs across all offices • Decision to post for a successor to fill the Print & Mail Director position – Beginning in May • Reviewing electronic bate stamping options – including scanning imprinter solutions • Replaced Minneapolis Mailroom Manager – now Bryan Painter • Disbanded the Faribault shredder, and implemented ShredIt Challenges: • Extreme variation of methods to receive and process mail • Project visibility Mailroom

  29. Primary Changes: • Rolled out service to Consumer, Insurance, Telecom, and other • Rollout was completed in March. • Currently there are X cases being keyed by the team • Viking software installed, configured • Systems upgraded – keyer’s have 22” monitors and capabilities for dual-monitor configurations Scanning, Keying, & Processing Internal Benefits A standard process for claims data to be keyed consistently using a mature off-the-shelf keying software Simple solution for project team members to get claim forms keyed into DBL, Access, ISIS I, and ISIS II Focused expertise Reliable and controlled service provider One stop shop for keying needs Less dependency on technology and programming resources External Benefits • Controlled environment where claim forms never leave Rust’s control • More accurate and cost effective keying than ad-hoc keying team approach Challenges • New software configuration and integration • Data transfer methods and protocols – data must be imported into ISIS • Rate of change • Impact on Faribault SPAs and PMs • Pricing • Scanning preparation costs • Licenses locking • Scan Programming lead times

  30. Primary Changes: • Aligned Layout team with Greg Sartor • Integrated Proofreading into the Layout team • Developed a standard process • Developed a Graphic Standards User Guide Challenges: • Standardizing interactions and expectations across offices • Project visibility • Vendor management • Onsite Printing QA resources Design, Layout, and Proofreading Internal Benefits Combined Design/Layout with the Proofreading team in MPLS for a tighter process with fewer handoffs & touchpoints Tighter integration with scanning and Keying – designed with keying in mind. External Benefits • Quicker and more accurate layouts • Easier to key claim forms • Advanced planning for newer technologies such as OMR and OCR

  31. Primary Changes: • Added a supervisor in Faribault location • Deployed ISIS II into live projects • Decision to maintain 2 call center locations for redundancy and scalability Challenges: • Visibility of upcoming projects • Receiving clear communication regarding service levels • Managing late-stage project budgets • Temp recruiting issues in Faribault Call Center

  32. Primary Changes: • Changed Letters and Labels reporting from technology to print and mail • Minneapolis office setup with two trained LLCs • Aimee, the team leader resigned – position will be replaced in Minneapolis. • Aligned Check Processing with Print and Mail Challenges: • Working through ISIS II implementation • Limitations of ISIS I • Variation of workload Letters, Labels, and Checks

  33. Current State of Process Improvement Weekly production meetings are now occurring - attended by all shared service leads (including QA, Data, Case Install) Executive Ramp-up is now reviewing complex projects bi-monthly to ensure broad collaboration and resource planning occurs New ramp-up process under review to streamline new case setup New write-off process is fully integrated Iterative design approach – failing often and early, and making 1% improvements daily

  34. Process Improvement & Change Timeline

  35. Process Improvement – New Ramp-up Process Internal Benefits Consistent process that captures and distributes case information on all projects, resulting in better cross-functional resource planning and advanced notice of project activities Target dates are established, even when finalized dates are not known. Awareness of production needs is exponentially increased Executive Ramp-up is now reviewing large complex / high-risk cases identified by management bi-monthly External Benefit • Clients receive a consistent delivery of service regardless of project team, niche, or office Challenges • Compliance – only a handful of project staff issue a Resource Alert form • Principals will need to ensure and manage the compliance of SPAs and PMs with this process

  36. Process Improvement – New Write-off Process Internal Benefits Tracking of write-offs tied back to the project financials Routing process that ensures 360 degree feedback loop in real-time More awareness of where errors are occurring External Benefit • Early identification of problems and/or production issues Challenges • Variance in process • Adoption and compliance

  37. Second SAS 70 audit underway • Completion at the Beginning of May • Audit Letter by June 15 for the Year 2008 • Added compliance controls to bring Rust in Sync with SourceCorp • Has had value in marketing efforts and in the integrity of our work • Overview needs to be provided to the project teams FISMA (Federal Information Management Act) Audit underway by Coalfire. • Initial results are very favorable • Prognosis' for Certification by the FTC is high and at a manageable cost • Will enhance our competitive posture in this market Process Changes – SAS 70 & FISMA Internal Benefits Improved Risk Management Consistent and business safe processes Manageable cost and time impact Keeps us safe in an increasingly risky world Keeps Rust in step with our owners expectations External Benefits • Opens the federal Government and all agencies as a viable market • Gives rust competitive advantage over much of the industry • FISMA as a standard is a superset of many other compliance standards and would prepare Rust for an increased position in Health Car Challenges • These two compliance standards will be a cultural and process adjustment for Rust • Billing impacts by the increased touch-points and time

  38. Preliminary assessment: Faribault most probable location – final recommendation EOM April 2008. Key Considerations: • Alignment of mail, scan, and key functions - move towards inline processing • Total facility and resource costs • Availability of long-term resources and strong work ethic demographic • Building access for mail traffic • Scalable space Centralized Data Intake Center Internal Benefits A single location operating under a single operating process and procedure Leverage of all equipment assets Significant reduction of redundant costs Ability to float personal between functions based upon workload External Benefits • More capacity due to centralized facility • Better, faster, cheaper intake of claims materials • A more controlled, chain of custody and secure environment Challenges • Personnel and structure • Legacy cases – long transition period • Some need for localized mail will remain • Perception of “I can’t touch my mail” • Possible increased travel expenses • Faribault USPS

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