Management Executing Operational Change in LTC A discussion of lessons learned managing g change in LTC Operations 1
Speakers New Business Underwriting Scott Sykora, VP Operations, Univita Health LTC Customer Service Andrea Helms, Director of LTC Customer Service, Bankers Life and Casualty Claim Vendor Management Christine Michals, VP of Health Operations, CNA Insurance 2
LTC Operations New Business and Underwriting Scott Sykora, VP Operations, Univita Health 3
New Business Underwriting Overview What is the proposed change: Changing g the way Long Term Care new business is administered. Bring straight through processing to LTC to help improve quality, decrease turn around time, while also decreasing expense. Why is the change required: Keeping up with best practices Improve metrics for productivity and cycle time, a direct correlation to expense and customer satisfaction Auto ordering of Underwriting requirements Simplified Underwriting Opportunities LTC industry is currently paper driven, self serve functionality is needed Making information more accessible to applicants and policy holders 4
New Business Underwriting Main challenges: Lack of technologies to support straight through processing Decreasing application volumes to help justify investments Training staff on new processes and protocols Describe the execution: Brown papered current flow(s) Identified pain points and opportunities Evaluated and prioritized opportunities Built CBA s of each of the requests Created project time lines and task lists based on whether is was a procedural update or technology update Help monthly steering committee meetings to review progress and obstacles Updated or created procedure and training documentation Trained management team on active management techniques Updated staffing models with new activities, KVI s and reasonable expectancies 5
New Business Underwriting What was the result? Electronic application submission Auto ordering of Risk Management Information Improved Productivity Improved Quality of underwriting decision Improved consistency with production numbers Decreased expense, Increased Margin Improved customer satisfaction 6
New Business Underwriting Lessons learned: Easier to implement process change, you control it. Takes longer if system enhancements are required, competing priorities Involve as many of the stakeholders as you can, creates buyin Communicate progress and hurdles to the greater team Active management is a must after rolling out an updated or new process Force yourself to think about the long term objective, it s easy to get pulled into the weeds and focus on one instance rather than the overall picture 7
LTC Customer Service Customer Service Andrea Helms, Director of LTC Customer Service, Bankers Life and Casualty 8
Customer Care Initiative Overview What was the proposed change: Restructured the LTC Customer Service department, including management changes and creation of an entirely new team Why was the change required: Negative media attention highlighted need for improved service Staffing levels and allocation did not provide capacity for proactive approach to customer service Departmental feedback mechanisms did not exist Prior structure did not provide adequate LTC-specific field support Desire to bolster culture of employee development and career pathing 9
Customer Care Initiative Main challenge: Change required reassignment of leadership, dissolution of one full team and selection of top performers for a new team, with short (60-90 day) time line Describe the execution: Crafted structural vision, involving key subject matter experts Evaluated all existing resources and finalized staffing decisions Drafted detailed communication plan Developed and delivered training Worked closely with IT to implement interim processes while finalizing long term plans Transitional approach to moving people into new roles, ensuring changes were seamless for customers and producers Built reports designed to enhance process as well as collect data 10
Customer Care Initiative What was the result: Some initial resistance but the change created a niche for top performers who were excited to be a part of the initiative Role changes revealed some gaps in leadership and process, which we then had the opportunity to address Increase in kudos from customers and producers Positive feedback from associates who feel good about working for a service oriented company Newly created feedback loop provided specific actionable information for use in coaching discussions with associates Monthly average formal complaint volume reduced by half! 11
Customer Care Initiative Lessons learned: While the structural changes were the most visible component of the initiative, engaging the entire department in the mission from a cultural standpoint was equally as critical. Repetition of overall mission was important throughout implementation i in order to achieve and sustain cultural l change. Involving associates in conversations about procedural components of the initiative iti promoted buy-in Implementing interim, IT-light changes while driving toward long-term solutions allowed for quick wins 12
LTC Operations Claim Improvement Initiative Christine Michals, VP of Health Operations, CNA Insurance 13
Claim Improvement Initiative Overview What was the proposed change? Multi-phased roll outs to improve controls in key processes: Calibrate Care Management Skills Provider Eligibility Benefit Eligibility Why was the change required? Inconsistencies in claim process developed over the years Opportunities to increase productivity of technical staff Multiple generations of policy forms Increased media and Department of Insurance scrutiny over long term care insurers Opportunity to better align company and its third party administrator s toward common goals and objectives 14
Claim Improvement Initiative Main challenges: Required support and input of 2 separate and distinct organizations. Needed to merge 2 separate cultures together to achieve results. Asked people to do things different then they always did it. Describe the execution: Identified industry best practices Formed a project team with members from both organizations Appointed a Change Management Leader Worked to understand each others cultures Conducted weekly project management status meetings Appointed change champions from within the organizations Developed training and role playing exercises Still continue to conduct daily case consults Developed scorecard. 15
Claim Improvement Initiative What was the result? New claim decision tools were introduced. Some resistance along the way. Quality Assurance audit results are in line with expectations. Complaints starting to trend downwards. Improved consistency 16
Claim Improvement Initiative Lessons learned: Get constructive input from process owners. Will not have all the answers upfront. Communication is key. Not everybody can get what they want. Need good metrics to measure results. 17
Wrap Up Change Management in LTC Q&A 18