1. A Transformation Journey
Terrie Flaten
Application Services Manager
Office Insurance Commissioner

2. Who is the OIC? Advocate for consumers Regulate insurance industries
235 employees
Elected official
Mission:
We protect consumers, the public interest, and our state’s economy through fair and efficient regulation of the insurance industry.
Advocates for consumers with regard to insurance.
We are responsible for regulating the insurance industries that do business in our state.
About 235 employees.
The agency is led by an elected official.

3. Our Document Handling History
Imaging was introduced at OIC in 1988
Evolution:
post processing
pre-processing
workflow processing
A transformation began in 2005
Re-thinking use of document management tools
Slow, continual process
Introduced in 1988
Evolutionary process:
Post processing: work from the paper document and then goes to cold storage
Pre-processing: work was dependent on the paper document becoming electronic
Transformation to Workflow processing began in 2005:
Don’t ask for paper, Don’t send paper, less scanning, more storage options (faxes, s, uploaded documents)
No more…if it came in electronically…printed it, scanned it, indexed it, stored it
As tools improved… it led to technology integration -- ability to upload, store, index
Slow, continual process:
Allowed time for staff to get comfortable with workflow processes and tools (AX Workbox)
Infamous blue folder

4. One Example Online Consumer Complaint System (OCC)
Went live October 2010
For consumers to report and monitor complaints about their insurance company
OIC Enterprise System (SIMBA)
Tool for analysts to manage complaints
Upgraded in 2011
Interfaces with imaging system
Provides tools to generate letters and store them in AX
Complaint Response System (CRS)
Went live April 2013
Communication portal between the OIC and insurance companies regarding complaints
Built OCC in 2010
Still included a paper process of printing the new complaints submitted online
putting in blue folders for review
then assigning to analysts
Upgraded Case Management System in 2011
Streamlined workflow
Eventually eliminated blue folder processes
Remains a manual assignment by support staff
Built CRS in 2013
Put the creation of letters in the hands of the analysts
Significant reduction in paper use and mailing costs

5. Process Flow
Consumer uses OCC
Data collected and stored in enterprise database
PDF generated, stored in AX and indexed to case (OpenOffice for file conversion)
Uploaded documents are converted to PDF, stored in AX, indexed to case in enterprise system
Complaint is assigned to an analyst
Analyst creates a letter to company
Letter is created as PDF, saved in AX, indexed to case
Company receives
Consumer receives
Company responds
Company creates letter as PDF and uploads via CRS
Assigned analyst received
Analyst review
Reviews company response
Writes action log entry for consumer to see
Makes company response document available for consumer to see
Consumer review
Consumer can review anytime 24/7
Will receive anytime a new comment or document has been made available
Will be notified when their case is closed
Technical
.Net 4.0
SQL 2008
AX 6.5
OpenOffice 3.0
HTTPS through fortress
User authentication through webservices
SIMBAwebservice ImageService webservice  Ax webservice
SIMBAwebservice  OpenOffice webservice (custom webservice)

6. Results For consumer Customer satisfaction survey results for 2013
No mailing required
Able to file complaint and monitor progress 24/7
Improved response time
Easy to provide supporting documents
Customer satisfaction survey results for 2013
Easy to upload documents:
73% agree or strongly agree
Opening documents from OIC was easy:
84% agree or strongly agree

7. Results (continued) For Companies Reduction in mailing costs
Reduction in physical mail to handle
Improved response time
Companies are very happy with the streamlined process

8. Results (continued) For the OIC Statistics Reduction in mailing costs
Significant reduction in physical mail to handle
Significant reduction in paper to scan and store
Improved response times
Surpassing performance measure
All information about a case in one location
Statistics
11,000+ complaints/requests per year
68% received via online complaint system
Performance measure for Time to Close a Case:
For many years was 95% closed within 60 days
As of July 1, will change this to 45 days – most often significantly less than that

9. Other examples Yearly reporting process for 500+ companies
Yearly, Monthly, and as needed reporting for Rates and Forms process
Repeatable results
Streamlined processes
Less mail and fax processing
Less data entry required by staff
Less scanning required by staff
Information available for public to self-serve
Mention Consumer Toolkit for self-service and the Filing Search tool.

10. Wrap Up… Be willing to challenge assumptions Be creative
Accept change is difficult, but inevitable
Help business staff make the transition
Do small, building block project
Wrap Up:
Be willing to challenge assumptions
We have to have paper!
No one will know how to upload documents.
No one will want to look at documents online
Be creative
Work with vendor to figure out what tools are available but then look beyond that
if they don’t quite work for what you need to accomplish, keep asking for more and finding ways to meet the business need
Learn to use technology differently
Accept change is difficult, but inevitable
Not always easy to convince others that assumptions can be challenged and changed.
Technologists are all about change… we just need to find a way to bring the rest of the world along with us
Help business staff make the transition
understand the business need and use technology to help
don’t use technology to replicate or bend around an existing business process
Do small, building block projects
This is complex…picture makes it look easy!!
Core Case Management system ( )
OCC (2010)
Upgrade Case Management (2011)
CRS (2012)
next…
For consumer complaints…adding more types of complaints
working with business units to continually streamline their processes and determine how technology can assist with that

11. Office of insurance Commissioner
Terrie Flaten
Office of insurance Commissioner