New York State Workers’ Compensation Board

1. New York State Workers’ Compensation Board Contact Management Organization Board Meeting May 20, 2008

2. Agenda • The CRMO Past • The Challenges of the Past CRMO • CMO Vision/ Statements • Key Recommendation: The CMO Organization • The CMO Organization • Implementation Phase • Advantages

3. The CRMO Past • Accountability was difficult to manage with Matrix Management Structure • CRMO Staff is lean • Knowledge was very compartmentalized • Loss of one employee can have significant repercussions

4. The CRMO Past • The CRMO had worked within the Board with differing results: • The Virtual Call Center was not used efficiently between all business unit. • Quality monitoring was not used consistently • Some Business Units refused to participate • There was no unified priority : • Business Units have multiple priorities • Customer Service had no representation at Business Unit level

5. The Overall Challenges Lack of Accountability. With the current organizational and reporting relationships, there are no clear ways to present “one face” to our customers. Inconsistency. Front-line representatives had limited knowledge about functions beyond their scope. Lower productivity. Resource assignments across the VCC result in an inefficient allocation of staff.

6. The New Contact Management Organization’s Vision • Global vision to provide consistent, accurate solutions regardless of channel • CSRs are accountable for quality and consistency • CMO provides the tools needed to deliver quality solutions • CMO measures productivity, quality, and efficiency for continuous improvement

7. CMO Mission and Vision Statements Mission Statement: The mission of the CMO is to deliver a superior customer experience by providing timely, consistent and accurate information to all individuals and organizations with whom the Board interacts. Vision Statement: The WCB will be recognized by peer agencies, customers, and constituents as a premier customer service provider. The CMO’s singular focus on providing outstanding customer experience will benefit the injured workers, employers and other stakeholders. The CMO will deliver services that are state of the art and cost effective.

8. CMO Strategic Priorities • Establish a singular customer service presence across the Board. • Evolve the structure and role of the CMO. • Ensure that technology supports the vision.

9. Key Recommendation • Strengthen the CMO by creating a new organizational structure that provides: • Accountability across the organization • A consistent face to customer service delivery across districts and channels • Ability to measure quality, efficiency and productivity

10. Proposed CMO Organization CMO Director Administrative Assistant CRMO Assistant Director M3 Proposed- Red Approved - Yellow Quality Team Lead Buffalo, Rochester, Syracuse Gr 23 Quality Team Lead Albany, Binghamton, Peekskill Gr 23 Quality Team Lead Hempstead, Hauppauge, NYC Gr 23/Gr 25 Quality Team Lead All other business units Gr 23 LOSU Buffalo Gr 18 LOSU Rochester Gr 18 LOSU Syracuse Gr 18 LOSU Albany Gr 18 LOSU Peek Gr 18 LOSU Bingh Gr 18 LOSU Hemp Gr 18 LOSU Haup Gr 18 2 LOSU NYC Gr 14 DB /Other Compliance Team Leads CSR’s CSR’s CSR’s CSR’s CSR’s CSR’s CSR’s CSR’s CSR’s CSR’s CSR’s

11. CMO Organization Phase 1: Timeframe: 1-6 Months • Reassign current staff to Team Lead in Buffalo/Rochester/Syracuse • Develop and Implement: • Scheduling Process • Routing Changes • Quality Monitoring • Identify training needs and start cross training

12. Advantages of CMO Organization Promotes consistent, high-quality customer service. Provides accountability across the customer-facing organizations. Will result in higher staff productivity in customer service, claims and compliance. Increases the efficiency with which the Board communicates with its customers.