The New Business Model The Employer Management Service

The New Business Model The Employer Management Service Delivery Model

= gate keeping Stop = teaming = consulting Yes = filtering Impact ? Referrals Determine Priority B No Research & Prep Deliver Services Solve Problems (close the gaps) Core Service ? Build Relationship A No Customer Yes Recommend Solutions Precision Assignment Queue B Gap Analysis Employer Action Plan Staffing Determine Commitment & Touch High ?

Garfield Heights Mansfield Toledo Columbus Portsmouth Dayton Lima Springfield Gov Hill Cincinnati Hamilton Youngstown Cleveland Canton Cambridge Logan

Inputs 100% handled by AE 2. • Preferred customers • Requests for service • Referrals (from outside the CCT) • Referrals (from IM-EM within the CCT) • Special projects • Internal partnerships Referrals

Criteria for Referrals “Yellow flags” for early intervention: • Deaths • Catastrophic claims • Statutory ODs • Alarming trends (judgment call) • TT and a TWP • Non-working wage-loss claim

Core EM Services • • • Program evaluation & design Risk / hazard assessment & control Skills training Committee evaluation & design Quality monitoring / policing These become the “Strategic Action Items” in the Employer Action Plan.

A EM Supervisor Assessment Does Team have skills ? Yes Does Team have time ? Yes Queue = active = temporary work around = improvise = not active Consulting for Impact No Does Central have skills ? Yes Central No No Stop

Assignment Logic Customer Need ~ Goal Customer Want Service Request Frequency Severity Lag Time Risk Management SAFE ESS Claims Management SAFE ESS General Safety SAFE ESS Ergonomics SAFE ESS Health & Hygiene SAFE ESS SAFE REA ESS Transitional Work/Return to Work

Lead Consultant Role • Primary contact for employer • Schedules staffing meetings • Invites the right CCT “players” to participate • Manages action plan • Brings research and prep information

= gate keeping Stop = teaming = consulting Yes = filtering Impact ? Referrals Determine Priority B No Research & Prep Deliver Services Solve Problems (close the gaps) Core Service ? Build Relationship A No Customer Yes Recommend Solutions Precision Assignment Queue B Gap Analysis Employer Action Plan Staffing Determine Commitment & Touch High ?

Preliminary Risk Assessment • Assist lead consultant with touch level determination • A series of questions and observations • Covers each EM discipline • The assessment will not be a checklist • Should not offer advice outside expertise • Findings shared during staffing

Employer Action Plan • All customers getting EM services • Constantly updated regardless of touch • Single comprehensive action plan by policy number for all CCT members • Equivalent to IM’s Customer Care Plan • Discovery letters upstream • Field Services Application downstream

Employer Action Plan Mock Up

EM Staffing • • • (high touch only) Can be remote Must be synchronous (live) Monthly minimum Lead consultant is responsible Just team members needed

Employer Impact Short-term: • Implementing BWC recommendations, or • Becoming more self-sufficient, or • Fixing management systems, or Long-term: • Reduction of injuries, • Reduction of costs or lost days • Improved lag time.

Stop Pilot EM Strategies Objectives: • Integrated risk and safety teams • IM and EM integration awareness • Test logic of model Pilot (adjective): serving as a tentative model for future experiment or development

Stop Pilot EM Strategies 2004 Expected Timeline 1. Re-organize risk and safety: Apr - Jun 2. Develop prototype tools: May - Jun 3. Training: May – July 4. Evaluate process & tools: July – Sept 5. Nail down requirements: Oct - Nov

= active = temporary work around = improvise Stop Yes = not active = business as usual Referrals Determine Priority Impact ? B No Research & Prep Deliver Services Solve Problems (close the gaps) Core Service ? Build Relationship A No Customer Yes Recommend Solutions Precision Assignment Gap Analysis Basic Risk Assessmen Queue B Employer Action Plan Staffing Determine Commitment & Touch High ?