Transcript Customer Cluster Overview

COPE Update
The Claims Journey
Supporting 2014 Strategy
Brian Jarvis, VP, Claims Transformation
Alexis Doran, Director, Claims Transformation
October 18, 2010
Today’s Agenda
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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
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
Today’s Meeting Objectives
In today’s session we will cover the
following:


3
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
2014 Strategy
4
Customer Targets for 2014
2014 Goals
5
Current
Target
Improve Customer Perception
4/10
7/10
Improve Customer Experience
57
75
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
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Understanding customers’
attitudes and perceptions of ICBC
• Understand
“moment of truth”
pain points
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• Customer Experience
priorities with greatest
impact on BBQ score
• Continuously measure
Customer Experience to
track progress
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
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
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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
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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
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2. Industry Best Practices
ICBC
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Industry Leaders
Call Centre Reporting
Multi-Channel Reporting Options
Adjuster Assistance Required For
Claim Status
Self Serve Claim Status
Paper Cheques
Direct Deposit of Funds
In Person Claim Centre
Appointments
End-to-End Self Serve
No Published Service
Commitments
Money-back Service Satisfaction
Guarantee
75% In House Estimating
Direct Repair
Expense Reimbursement
Pre-paid Debit Cards
Microfiche
Electronic Document Management
3. Customer Focus Groups
“I want no assumption
of guilt. You always feel
like you have to defend
yourself.”
Meet
my
Needs
Respect
Me
Trust
Me
“They need to treat you with respect. Treat you like
a human being.”
“You should have all
expenses paid. You
shouldn't have to pay outof-pocket”
”For simple claims,
why can’t we report
online?”
Provide me “Hassle
Free” Service
“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.”
Transparency
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“I want a human response. It felt
like the person was filling out a
questionnaire. There was no
emotion, no empathy.”
Empathize
with Me
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
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Our Case for Change
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Customer
Employee
• 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
• 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
Our Case for Change
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Customer
Employee
Financial
• 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
• 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
• 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
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
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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
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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
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What This Means …
Today
In the Future
•
98% of customers come in one
way to report claims – via phone
•
Customers have greater opportunity to
report online
•
90% of customer calls today are
for routine inquiries - deductible
waived? Claim status? Car towed?
•
Employees & customers save time! They
use self-service & check status of their claim
online
•
Same claims-handling process for
all customers
•
Customer options: commercial vs. personal;
faster process for “low-risk” claims
•
Files primarily assigned by
geography
•
Files assigned by matching risk/complexity
of file to skills of employees
•
75% in-house estimating
•
•
Paper-based file means we have
to work file in location of customer
•
•
Files regularly transferred for
different reasons
•
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
•
Inflexible training opportunities
•
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Flexible training and development
opportunities and options
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
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Realizing Our Vision:
Foundational Work in 2010
1. 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
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1. Shaping our future:
The System
• 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”
• Q3 2012 implementation begins
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System Procurement –
Project Deliverables & Expected Timeline
2010
Q1 / Q2
Jan
Mar
2011
Q3 / Q4
Jun
July
Sept
Q1 / Q2
Dec
Jan
Jul
Mar
Aug
2012
Q1 / Q2
Q3/ Q4
Jun
Sep
July
Oct
Sept
Nov
Dec
Dec
Jan
Mar
Q3/ Q4
Jun
July
Sept
EOI
Implementation
Planning
System Transition
Strategy
Execute
Go Live
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Dec
2. Shaping our future:
People & Process
• 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
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3. Shaping our future:
Data Management
Document Content Management
• Inventory of critical claims requirements to
enable the electronic file
• Corporate interest in our data/information
• Conversion strategy
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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 3rd-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
What’s Next
We’ll provide more information
once decisions have been made.
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Revisit Today’s Meeting
Objectives
In today’s session we covered the following:


29
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
Questions?
30