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COPE Update The Claims Journey Supporting 2014 Strategy Brian Jarvis, VP, Claims Transformation Alexis Doran, Director, Claims Transformation October 18,

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Presentation on theme: "COPE Update The Claims Journey Supporting 2014 Strategy Brian Jarvis, VP, Claims Transformation Alexis Doran, Director, Claims Transformation October 18,"— Presentation transcript:

1 COPE Update The Claims Journey Supporting 2014 Strategy Brian Jarvis, VP, Claims Transformation Alexis Doran, Director, Claims Transformation October 18, 2010

2 Today’s Agenda Review ground rules for series Review today’s objectives Strategy 2014 and the customer experience Case for change Claims portfolio – shaping our future vision Ensuring success Questions 1

3 Ground Rules Forum is not part of the collective bargaining or s. 54 process – it informs context for forthcoming negotiations We ask that you exercise patience as we share our plans Not able to answer questions such as potential site closures or employee impacts, because we do not yet know We will follow up on appropriate questions that cannot be answered We are committed to sharing information with the Union as soon as decisions are made 2

4 Today’s Meeting Objectives In today’s session we will cover the following: Share how we’re learning from our customers and employees, including best practices, and how we’ll continue to gather and use these insights on our journey to 2014 Enhance your understanding of the long term plan for the Claims portfolio within our Transformation Program, and some of the projects currently underway to deliver a better customer and employee experience 3

5 2014 Strategy 4

6 Customer Targets for GoalsTargetCurrent 4/107/ Improve Customer Perception Improve Customer Experience

7 How will we get there? Our approach to building the customer experience: 1.Understanding our customers – which aspects of our service customers like /don’t like, and what needs & wants they have that currently aren’t being met 2.Enabling our employees and business to deliver – based on customer insights, enabling our employees and business to consistently deliver what customers expect 6

8 7 Continuously measure Customer Experience to track progress Customer Experience priorities with greatest impact on BBQ score Understanding customers’ attitudes and perceptions of ICBC Understand “moment of truth” pain points

9 What is stopping us today? Our processes and policies do not support our employees Employees don’t have the right tools and information Current systems are not designed around the customer interaction Current systems require repetitive entry of data making it difficult for our employees to deliver the ideal customer experience 8

10 How will we get there? We need to provide our employees with: Better, single-source information that helps them be more efficient Streamlined processes that enable them to deliver an excellent customer experience Systems that allow employees to spend time on what matters to the customer Better training for employees to help them meet the needs of customers 9

11 First Steps 1.Defining Current Claims Processes –Involved 180 Subject Matter Experts (SMEs) from across the Claims division to understand how things really work in different parts of Claims –Validated results with Claims employees 2.Industry Best Practices –Researched & evaluated industry-leading practices –Extracted lessons learned from other organizations 3.Customer Focus Groups –To understand our customers’ expectations and what they value in their Claims experience 10

12 1.Defining Current Claims Processes –SME team reviewed more than 3,000 issues & opportunities identified –Identified ways to simplify and improve processes, including specific technology needs/capabilities, i.e. business requirements –Validated by external advisor with experience in Claims transformations 11

13 2. Industry Best Practices 12 Pre-paid Debit Cards Direct Repair End-to-End Self Serve Direct Deposit of Funds Self Serve Claim Status Multi-Channel Reporting Options Industry Leaders Electronic Document Management Expense Reimbursement 75% In House Estimating No Published Service Commitments In Person Claim Centre Appointments Paper Cheques Adjuster Assistance Required For Claim Status Call Centre Reporting ICBC Microfiche Money-back Service Satisfaction Guarantee

14 3. Customer Focus Groups “ They need to treat you with respect. Treat you like a human being.” “Why can’t I look up information on your web site that tells me exactly what I can expect from you when I have an accident.” ”For simple claims, why can’t we report online?” “I want a human response. It felt like the person was filling out a questionnaire. There was no emotion, no empathy.” “You should have all expenses paid. You shouldn't have to pay out- of-pocket” “I want no assumption of guilt. You always feel like you have to defend yourself.” Trust Me Meet my Needs Transparency Provide me “Hassle Free” Service Respect Me Empathize with Me 13

15 14 Our Case for Change Customer Customers expect more Not seen as delivering “hassle-free” service Current processes are not customer-oriented Competitors challenging us on price & service We need to increase BBQ Score – 5/10 unacceptable! Need to focus on the overall Customer Experience Customer Customers expect more Not seen as delivering “hassle-free” service Current processes are not customer-oriented Competitors challenging us on price & service We need to increase BBQ Score – 5/10 unacceptable! Need to focus on the overall Customer Experience

16 15 Our Case for Change Customer Customers expect more Not seen as delivering “hassle-free” service Current processes are not customer-oriented Competitors challenging us on price & service We need to increase BBQ Score – 5/10 unacceptable! Need to focus on the overall Customer Experience Customer Customers expect more Not seen as delivering “hassle-free” service Current processes are not customer-oriented Competitors challenging us on price & service We need to increase BBQ Score – 5/10 unacceptable! Need to focus on the overall Customer Experience Employee Low employee engagement Poor work tools – e.g. outdated & inefficient technology & processes Improve change management practices Limited career path & prof. development opportunities Projected retirements expected to create skills shortages Employee Low employee engagement Poor work tools – e.g. outdated & inefficient technology & processes Improve change management practices Limited career path & prof. development opportunities Projected retirements expected to create skills shortages

17 16 Our Case for Change Customer Customers expect more Not seen as delivering “hassle-free” service Current processes are not customer-oriented Competitors challenging us on price & service We need to increase BBQ Score – 5/10 unacceptable! Need to focus on the overall Customer Experience Employee Low employee engagement Poor work tools – e.g. outdated & inefficient technology & processes Improve change management practices Limited career path & prof. development opportunities Projected retirements expected to create skills shortages Financial Inefficiencies increase file handling time Allocated expenses continue to increase Ongoing external cost pressures Controlling claims costs is key to keeping rates low and stable

18 17 Our Vision for the Future Customer Experience Deliver our claims services in a way that’s easy, flexible and transparent for customers and partners: –Enhance customer choice in service delivery options –Enable self-serve capabilities for customers and preferred partners –Commit to a Claims service promise –Improve existing partner relationships & expand to new relationships to provide seamless service delivery

19 18 Our Vision for the Future Employee Experience Improve our employees’ experience, while enhancing their ability to serve customers: –Modern, efficient work tools, including an integrated, paperless Claims Management System –Streamlined and simplified business processes –Remove repetitive work to give employees more time to provide quality service to the customer –Skill-based assignment of work –A single source of information –Development and training programs, enhanced career opportunities

20 19 Our Vision for the Future Financial Stability Control loss/expense costs and maintain financial strength: –Electronic files and streamlined business processes will reduce inefficiencies and costs –Modern systems with predictive analytics and access to “good” data enable more effective decision making –Improved ability to meet customer needs reduces potential litigation costs –Partnership agreements to help realize efficiencies and cost-saving opportunities

21 What This Means … Today 98% of customers come in one way to report claims – via phone 90% of customer calls today are for routine inquiries - deductible waived? Claim status? Car towed? Same claims-handling process for all customers Files primarily assigned by geography 75% in-house estimating Paper-based file means we have to work file in location of customer Files regularly transferred for different reasons Inflexible training opportunities In the Future Customers have greater opportunity to report online Employees & customers save time! They use self-service & check status of their claim online Customer options: commercial vs. personal; faster process for “low-risk” claims Files assigned by matching risk/complexity of file to skills of employees Expand Express Repair & increase estimator reviews/audits Electronic Paperless file means anyone, at any location can help customer or assist employee with file resolution Employee can stay as single point of contact for customer even if they change locations Flexible training and development opportunities and options 20

22 21 Claims Portfolio What is it? A set of Claims projects and initiatives under the Transformation Program umbrella to: Help our employees consistently deliver an exceptional claims experience to our customers (People) Improve ICBC’s claims handling (Process) Replace our aging business systems (Technology) Key Elements: Creating a more “hassle-free” customer experience Removing complex & inconsistent policies and processes Streamlining and simplifying inefficient business processes Providing a fully integrated Claims Management System Anticipated Timeline: Now to 2014

23 Realizing Our Vision: Foundational Work in System Select & introduce an integrated Claims Management System Solution (CMSS) adopting ICBC’s Technology Alignment Strategy 2.People & Processes Develop an enhanced claims business which will support achieving ICBC’s 2014 vision 3.Data Management Identify & recommend processes and systems that allow for the handling, capture and storage of paper and other electronic or digital media 22

24 23 End goal: –Deliver an end-to-end integrated claims management solution and processes to improve the customer and employee experience Currently: –Selected a lead vendor –Contract negotiations –“Fit Gap” Q implementation begins 1.Shaping our future: The System

25 24 EOI Implementation Planning System Transition Strategy Execute Q3/ Q4 Jan MarJun OctJulAugSep July SeptDec Q1 / Q2Q3 / Q4Q1 / Q2 NovDec 2012 Q3/ Q4 Jan MarJun JulyJanMarJun July SeptDec Q1 / Q2 SeptDec System Procurement – Project Deliverables & Expected Timeline Go Live

26 25 Segmentation of claims based on risk Skill based claim assignment Workload balancing Real time claim handling to maximize once and done Involved all areas of the company – not just claims - to ensure an holistic approach 2.Shaping our future: People & Process

27 26 Document Content Management Inventory of critical claims requirements to enable the electronic file Corporate interest in our data/information Conversion strategy 3.Shaping our future: Data Management

28 Ensuring our Success Significant change for any company - we want to get it right! Claims is moving in concert with other areas, so that we are moving together towards strategy 2014 Established TP Governance Strong project management to help the business follow sound change management principles Working with risk advisor that takes a 3 rd -party perspective Hired a business advisor with lots of experience and industry knowledge in transformational change Hiring a Systems Integrator to help us with implementation of multiple systems

29 28 What’s Next We’ll provide more information once decisions have been made.

30 Revisit Today’s Meeting Objectives In today’s session we covered the following: Share how we’re learning from our customers and employees, including best practices, and how we’ll continue to gather and use these insights on our journey to 2014 Enhance your understanding of the long term plan for the Claims portfolio within our Transformation Program, and some of the projects currently underway to deliver a better customer and employee experience 29

31 30 Questions?


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