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- 5. Process Analysis
5. Process Analysis
Status: In-Compliance
The department has reviewed and updated its workflow and production processes, and has developed objective performance measures for each activity. The department implemented a universal review date of July 1 for the Employee Performance Management System, which is used to develop performance plans for employees as they relate to key services and functions. The EPMS communicates management’s expectations for each employee and informs the employee of the specific performance measures that will be used to evaluate his or her job performance. For the second year, the agency met its goal of 100% by providing a completed EPMS review on each employee. Our philosophy statement, LIRAC (leadership, integrity, responsiveness, accountability, and customer service) is the foundation of all employee performance; unethical job performance is not acceptable. The department continues to revise, update and expand its policies and procedures manual.
By coupling the Employee Evaluation Assessment (EEA) form with the EPMS, we created a two-way communication tool in which managers and employees collaborate to identify and find solutions to issues, problems and inefficiencies in the department’s processes that compromise the department’s ability to accomplish its mission. To further empower employees and ensure that they have the technical and other skills necessary to effectively perform their jobs, the department utilizes numerous state and industry resources to provide training and professional development for employees. Employees attending these various programs, workshops, conferences and seminars share what they have learned with other employees through in-house training programs.
Process Reviews
Working with the University of South Carolina’s Government Research and Services Division, the department conducted process reviews throughout the agency, including Market Services, Special Licensing, Rates and Forms, and Consumer Services, to identify ways to more efficiently deliver services to South Carolina consumers and companies conducting business in the state. Improved efficiency has been achieved in each of these sections.
In the past, when an application for licensing of an individual was received, the department had to request a copy of a criminal history report from the State Law Enforcement Division (SLED). Applicants now send a copy of their SLED report with their application, reducing the time to approve a license by at least three weeks.
Special Licensing renewals had previously been done on an annual basis. A simple change to biennial renewals will result in a projected savings of $700 annually in postage alone. Staff time previously given to a yearly renewal will save one to two weeks annually for each license renewal.
Rate and Form Filings
The department’s Market Services area is receiving electronic filings via the System for Electronic Rate and Form Filing (SERFF) network and filings still submitted by paper are now fully accounted for. New procedures were implemented to process rate and form filings with deadlines established for each filing type.
Special Licensing and Individual Licensing areas have incorporated audit standards to confirm that licenses are consistently meeting success standards on a daily basis.
The Consumer Services Division handled 2,644 written complaints, 61,095 telephone calls/inquiries, and 151 walk-in visitors. Additionally, approximately 100 legislative/constituent request for assistance were handles. Previously, only written complaints were being recorded and tracked. The department now captures information regarding telephone inquiries and complaints that will enable the department to better monitor insurer behavior in the marketplace and to determine whether a market conduct examination is warranted.
The department has reviewed and updated its workflow and production processes, and has developed objective performance measures for each activity. The department implemented a universal review date of July 1 for the Employee Performance Management System, which is used to develop performance plans for employees as they relate to key services and functions. The EPMS communicates management’s expectations for each employee and informs the employee of the specific performance measures that will be used to evaluate his or her job performance. For the second year, the agency met its goal of 100% by providing a completed EPMS review on each employee. Our philosophy statement, LIRAC (leadership, integrity, responsiveness, accountability, and customer service) is the foundation of all employee performance; unethical job performance is not acceptable. The department continues to revise, update and expand its policies and procedures manual.
By coupling the Employee Evaluation Assessment (EEA) form with the EPMS, we created a two-way communication tool in which managers and employees collaborate to identify and find solutions to issues, problems and inefficiencies in the department’s processes that compromise the department’s ability to accomplish its mission. To further empower employees and ensure that they have the technical and other skills necessary to effectively perform their jobs, the department utilizes numerous state and industry resources to provide training and professional development for employees. Employees attending these various programs, workshops, conferences and seminars share what they have learned with other employees through in-house training programs.
Process Reviews
Working with the University of South Carolina’s Government Research and Services Division, the department conducted process reviews throughout the agency, including Market Services, Special Licensing, Rates and Forms, and Consumer Services, to identify ways to more efficiently deliver services to South Carolina consumers and companies conducting business in the state. Improved efficiency has been achieved in each of these sections.
In the past, when an application for licensing of an individual was received, the department had to request a copy of a criminal history report from the State Law Enforcement Division (SLED). Applicants now send a copy of their SLED report with their application, reducing the time to approve a license by at least three weeks.
Special Licensing renewals had previously been done on an annual basis. A simple change to biennial renewals will result in a projected savings of $700 annually in postage alone. Staff time previously given to a yearly renewal will save one to two weeks annually for each license renewal.
Rate and Form Filings
The department’s Market Services area is receiving electronic filings via the System for Electronic Rate and Form Filing (SERFF) network and filings still submitted by paper are now fully accounted for. New procedures were implemented to process rate and form filings with deadlines established for each filing type.
Special Licensing and Individual Licensing areas have incorporated audit standards to confirm that licenses are consistently meeting success standards on a daily basis.
The Consumer Services Division handled 2,644 written complaints, 61,095 telephone calls/inquiries, and 151 walk-in visitors. Additionally, approximately 100 legislative/constituent request for assistance were handles. Previously, only written complaints were being recorded and tracked. The department now captures information regarding telephone inquiries and complaints that will enable the department to better monitor insurer behavior in the marketplace and to determine whether a market conduct examination is warranted.