ACC Transformation – FINEOS
User Group
November 2016
Our strategic intentions
•
One of our four strategic intentions is to improve our customers’ outcomes and
experiences.
•
Shaping Our Future is our strategy to deliver change that puts our customers at the
heart of what we do.
•
We’ll do this through our people, processes, technology and information.
Understanding the problems we need to solve
Our research:
•
We spoke to over 5,500 New Zealanders, including 1,000 staff members.
•
We found that we’re a pretty hard organisation to navigate, from both the inside and
outside.
We learnt that we need to improve our customers’ outcomes and experiences so that:
•
New Zealanders understand what we do and how we can help them.
•
Customers find it easy to access the services they need, when they need them.
•
We build trust and partnerships with providers by empowering them to deliver the right
care at the right time.
•
We take customer feedback seriously and improve services as a result.
•
Partnering is the essence of what we do and how we engage with others.
3
How are we going to change?
We’ve already started:
•
We’re undergoing an incremental multi-year business transformation to make ACC more
efficient and effective, and to increase New Zealanders’ trust and confidence.
•
To do this we’ve set up a Transformation Programme to help us deliver some of the
Shaping Our Future strategy.
What’s the difference between the Transformation Programme and the strategy?
•
The Shaping Our Future strategy will deliver change that puts our customers at the heart of
what we do. It allows all of us to work together to a common goal, there’s no end date on
the strategy, and it’s something we’ll consistently work towards.
•
The Transformation Programme is responsible for the design of our Target Operating
Model and some of the delivery of these initiatives, but the Programme won’t be working in
isolation. They’ll be working with subject matter experts and business owners right across
the organisation.
4
Targ
Our et
T Ope
arget rating
Operat Mod
ing el diag
Model ram
1 Customers
2 Channels
3 Product/Services
4 Processes
5 Information
6 Technology
7 Organisation
8 People
9
Location/Setting
5
Our objectives
Through our Target Operating Model, we will deliver genuine, demonstrable and long-
lasting benefits to the whole organisation, our customers and New Zealand.
Integrated Design &
Improve
Empower
Planning Phase
Increase
Reduce # of
Improve levy
customer
Improve
and engage
(September 2014 –
operational
productive days
collection
confidence and
productivity
our staff
December 2015)
resilience
lost to injury
trust
Delivery Phase
(December 2015 –
December 2020)
What will change look like?
Here is an overview of how our customers’ experience will change
Now
Future
•
Not trusted
•
Individual needs and circumstances considered
•
Not cared for as individuals – process before personal
•
Faster decision, faster payments, more closely aligned
Injured
needs and circumstances
with them to help them recover
People
•
Not well informed - too little, too late
•
Well-informed, every step of the way
•
Slow and complex processes – hard to do business with us
•
Easy-to-use digital tools to keep track of progress in
•
Communications hard to understand
real-time
•
Trusted partnership – feel trusted, respected and valued
•
ACC don’t trust us or respect us, our clinical judgement is
•
Consistent decision making
Treatment
challenged
•
Multiple interaction options and easy-to-use digital tools to
•
Inconsistent claims decisions
Providers
keep track of progress in real time
•
Slow and complex processes
•
Speedier decisions and payments
•
Poor communications and customer service
•
Sharing our information with them
•
Timely, accurate, easy-to-understand invoices
•
Levy invoicing issues
•
Faster resolution of queries
•
Don’t see ACC as value for money
•
More options for doing business with us, including easy-to-
Employers &
•
Hard to do business with us
use digital tools
Levy Payers
•
Poor support around return to work
•
Business partner in injury prevention and staff well-being
•
Poor communications and customer service
•
Understand the levies they pay and believe that the system
is fair and good value
•
Out from behind the desk and more visible in our
communities
Communities
•
ACC not very visible in the community
•
Partnering with them to help people live work and play
& The Public
•
Few strategic partnerships
safely
•
Few community champions
•
Understand what ACC does for them and the unique
contribution we make to their way of life
•
More empowered to make decisions and take action
•
Process and quantitative KPIs drive activity
•
Fewer paper-based processes and manual systems
Staff
•
Numerous paper-based processes, manual systems and
•
More time to help customers more directly
cumbersome work-arounds
•
Proud to be part of an organisation that does its best for
•
Inconsistent application of discretionary decision-making
New Zealand
7
What’s happened so far?
•
As part of our Discovery and Diagnostic Phase – or customer feedback phase –
Discovery and
we completed comprehensive research to find out what our customers wanted.
Diagnostic Phase
(October 2013 –
September 2014)
We ran surveys and workshops all over the country. They told us they want us to
be more responsive, more transparent and easier to deal with.
•
That’s why we spent 2015 in the Integrated Design and Planning Phase. We’ve
Integrated Design &
redesigned how we’ll work to deliver a better customer experience, through our
Planning Phase
(September 2014 –
December 2015)
people, processes, technology & information.
•
This work led to the development of new Target Operating Model focused on the
needs of our customers, New Zealanders. Our existing operating model couldn’t
deliver what our customers really needed from us.
•
It’s about giving New Zealanders choice in the way they can interact with us –
and that means having simpler and quicker processes, automated services and
consistent customer service.
Delivery Phase
•
We are now underway delivering the operating model transformation via the ACC
(January 2016 - 2020)
Transformation Programme
8
Our delivery plan
9
Programme Workstream Overview
Customer and
Technology
Architecture
Data and
Change and
Channels
Enabling
Analytics
Comms
nt
Clie
r
ss
ne
me
Busi
Custo
r
ide
Prov
.
rog
-
P
blement
na
E
10
5 ‘big rocks’ have been identified
‘Big Rock’
Transformation Focus Areas
Current Delivery Expectation
• Replacement of IPS2 with Guidewire
• Foundational capability for business customer self service
Policy & Levy
• Leveraging Guidewire ‘out of the box’ processes
T1 - September 2017
Management
• Customer Relationship Management for business customers
• Integration into ACC environment
Customer Experience Improvements:
T0 – in pilot
• Improved w
Client Payments
In
eekly
tegra
ted Des
compensation experi
ig
en
n &
ce for
clients
Weekly Compensation Payments:
• Replacement of Pathway with EOS for all payment types
T1 - June 2017
Planning Phase
Lump Sum Payments:
(September 2014 –
From June 2017
December 2015)
• Improved payment experience for providers
Provider
In planning
• Replacement of MFP
(to be completed by 12/10)
Payments
• Improved engagement and services for providers
Delivery Phase
(December 2015 –
• Business Customer Self Service - portal, app, accounting sy
Dece
stem
mber 2020)
integration
Progressive delivery of features across all
Online Capability
• Provider Self Service - portal, Practice Management System
channels from T0
integration
(T1 for Clients and Providers)
• Client Self Service - portal, app
• Dynamic lodgement and real time eligibility decision
Lodgement: T1 (October 2017)
Real Time
• Real time entitlement approval
Entitlements: T1
Decisions
• Real time modification of incapacity period
Incapacity: T2
System Transformation Initiatives
The Transformation Programme is completing a number of technology-led transformation
initiatives
Function
Description
Solution
Policy and Levy Management
Replacement of IPS2 system to manage business customers’ policies and levy payments
Guidewire
Claims Lodgement
Automation of claims lodgement process utilising APIs from Provider practice
FINEOS
management systems and dynamic online lodgement to FINEOS and development of
automated real-time cover decision and notifications
Claims Management
De-customising current FINEOS product, implementing rules based triage and workflows,
FINEOS
real-time eligibility decisions, case restructure to customer centric, and turning on version
enhancem
In
ent
tegra
s/features
ted Des
ign &
Rehabilitation Tracking and
Utilising FINE
Plann
OS team vi
in
ew
g
s
Phas
and reporti
e
ng
to replace current Excel based case
FINEOS
Reporting
management reporting
(September 2014 –
December 2015)
Customer Centric Rehabilitation
Implementation of a tool to utilise standard rehabilitation pathways, provider treatment
To Be Procured
Plan
collaboration, and customer participation in rehabilitation
Provider Payments
Replacement of existing MFP system to a more autom
De
ated,
li
eff
v
ici
er
ent,
y
Phas
and integrat
e
ed
To Be Procured
provider payments system
(December 2015 –
December 2020)
CRM
Implementation of a CRM solution to manage business customers and providers
To Be Procured
Enterprise Business Rules
Implementation of a EBRMS to centrally store, manage and govern enterprise-wide
To Be Procured
Management System
business rules, plus integrate to presentation layers to staff and customers
Customer Feedback Solution
Implementation of a Customer Feedback Solution to transform voice of the customer
To Be Procured
feedback collection, analysis, learnings and improvement
Digital Platform and Self Service
Implementation of a Digital Platform to support integration via APIs across ACCs
To Be Procured
Portals
applications, customer self service portals, and with external party applications
