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Change Management: How to Minimize Disruption When Changing Your Health Benefits? (PRIMA)

PRIMA BLOG

CHANGE MANAGEMENT: HOW TO MINIMIZE RISK AND DISRUPTION WHEN CHANGING YOUR HEALTH BENEFITS (PART 2)

Posted by Kelly Ferreira on July 10, 2019 at 9:35 AM

As healthcare evolves, public entities are looking for new programs that promise savings and improved outcomes. However, if a change is initiated but poorly managed, it can have a detrimental effect—disrupting members’ access to care. It’s essential to consider the following best practices to ensure a change goes smoothly with minimal disruption: 

A plan to track and manage tasks. Every significant change requires a project plan that outlines each action that’s required to implement the change successfully. This project plan should indicate who will be responsible for each activity, the sequence in which these tasks must be completed (with specific start and end dates) and any related dependencies. The project plan must also include critical checkpoints to ensure tasks are completed in a timely manner and that the project as a whole is on track. 

Careful consideration for customizations. It’s important to consider and incorporate any unique factors into the project plan. For example, a public entity may have special requirements for managing member eligibility and getting this information to the plan administrator. This data may come from a payroll vendor, a previous administrator, paper-based enrollment forms or a combination of the three. You must flesh out unique requirements first and then incorporate them into the planning to ensure a successful transition.  

Weekly meetings with all stakeholders. Communication is critical when implementing a change in health benefits. Public entities should consider hosting weekly meetings to review the status of the overall project. All relevant departments should be present during the meetings, including IT, HR and member services. These meetings help facilitate transparency regarding the overall status of the project. If issues arise, all parties can discuss them openly and agree on a mitigation plan. A weekly meeting cycle will ensure forward momentum toward project completion.

Communications playbook. Public entities should also consider developing a communications playbook, which would outline strategic touchpoints with members throughout the change-management process. Organizations can outline how they plan to keep members informed as the implementation moves forward. For example, when open enrollment nears, employees must understand how to use the enrollment system and where to access information on plan options. A welcome kit might include the member’s ID card, coverage details and information on how to login to the portal for the health plan. The process of building out a communications playbook can also spur discussions on what communication strategies work best with the public entity’s workforce. Some tactics may be more successful than others—for instance, email notifications may resonate more with younger, tech-savvy employees. The more detailed the playbook, the more effective it will be.

Managing Change into the Future

Change is inevitable in health benefits; especially as innovative programs emerge to help employers control rising healthcare costs. Introducing a change can be daunting for public entities, so you should have strategies in place to help navigate the changes that are made.

Best practices can standardize the change-management process. The result is public entities will be able to reap the benefits of savings, while providing improved care and an enhanced experience for their employees. 

*The views and opinions expressed in the Public Risk Management Association (PRIMA) blogs are those of each respective author. The views and opinions do not necessarily reflect the official policy or position of PRIMA.*

Chad Harris

Chief Executive Officer

 

Chad Harris serves as the CEO of HealthComp and is a value-driven healthcare leader with over twenty years of experience running business process and information technology businesses as a senior executive. Chad has a reputation for creating and controlling rapid growth by focusing on the intersection of customers, market dynamics, and the new digital world.

 

Chad has held many senior executive positions and led global teams of more than 10,000 people across dozens of counties. Chad has grown both large and small businesses, from those with less than $100M of revenue to those producing multiple billions of revenue, focusing on delivery, customer satisfaction, and innovation to create market leadership.

 

Chad's philosophy is to inspire change by doing what comes naturally, putting the needs of others before his own, working incredibly hard, and focusing on "how" to accomplish things, never "if they can be accomplished."

Thomas Martel

Chief Growth Officer

 

Tom serves as the Chief Growth Officer at HealthComp. In this role, Tom focuses on strategic initiatives aimed at accelerating HealthComp’s growth nationwide. His passion lies in assessing market and enterprise structures and creating efficiencies that enable teams to deliver best-in-class performance.

 

Previously, Tom led Cigna’s largest employer segment, largest region which was comprised of several health plans including the two largest health plans. He worked closely with Market Presidents and their leadership teams to develop and execute local market strategy and deliver growth for the enterprise. Tom earned his degree from Saint Anselm College and holds certifications from The Wharton School and the Darden School of Business at the University of Virginia. In his spare time, he enjoys sailing and holds a Master Captain’s license with the U.S. Coast Guard. He is also active in community outreach programs including local food bank and shelter services.

Sanoj Balakrishnan

Chief Technology Officer

 

Sanoj Balakrishnan serves as the Chief Technology Officer at HealthComp. In this role, he oversees the company’s overall technology strategy and architecture, building secure and highly scalable distributed systems.

 

Most recently, Sanoj served as Head of Healthcare Digital Business and Technology at Cognizant, working with payers and providers in developing solutions that reduced healthcare costs and provided a best-in-class experience for members. Earlier in his career, he worked at technology organizations in a variety of software engineering and architecture roles. Sanoj earned his B.S. from University of Mumbai and Computer Systems Management from National Institute of Information Technology.

Justin Tran

Executive Vice President, Product

 

Justin serves as the Executive Vice President of Product at HealthComp. He has 8 years of experience in developing and delivering solutions that reduce health care costs, improve quality, and provide a best-in-class experience for members. Most recently, Justin was an Associate Partner and business unit leader at McKinsey & Company where he helped large carriers and healthcare technology companies build new clinical services and solutions for fraud, waste, and abuse. Justin earned his B.S. in Accounting and Data Informatics from Indiana University, Bloomington.

Tucker Stein

Chief Financial Officer

 

Tucker serves as the Chief Financial Officer of HealthComp. Tucker previously worked for The Boeing Company in a number of finance and strategy roles, most recently as a finance lead for the Transactions and New Business Development group. In this role, Tucker led investments and strategic partnerships for Boeing’s Space and Communications portfolio. Tucker earned his MBA at Stanford’s Graduate School of Business and his Bachelors of Science at the University of Redlands.

Tom Georgouses

General Counsel

 

Tom is involved in multiple areas of HealthComp including Operations, Compliance and Legal Affairs. Tom was admitted to the California Bar in 1990 and started his legal career with Stammer, McKnight, Barnum and Bailey, LLP. When he left the firm to join HealthComp in 2014, he was the Managing Partner (he had represented HealthComp since 2003). In private practice, Tom’s areas of focus included healthcare and transactional work. Tom holds a Bachelor of Science Degree in Business Administration-Finance from California State University Fresno and received his Juris Doctorate from San Joaquin College of Law.

Rishab Bansal

Chief Transformation & Operations Officer

 

Rishab serves as the Chief Transformation & Operating Officer at HealthComp. Rishab focuses on transforming and modernizing HealthComp’s operations to provide delightful and distinctive experiences to its members, providers, and clients. His agenda includes integrating all entities towards a One HealthComp vision, driving profitable growth, and delivering value and business outcomes.

 

In his former work over the last 2 decades, he has helped clients across industries to transform themselves by bringing industry-leading practices and digital and data-led disruption. As the trusted advisor to the C-suite, Rishab helped his clients leapfrog on their transformation journey to accelerate business outcomes and helped them unlock new opportunities to drive profitable growth, profitability, and enhanced experience for their employees and clients.


Elaine Davis

Chief Human Resources Officer

 

Elaine Davis serves as CHRO for HealthComp. Elaine previously served as CHRO for Continuum Global Solutions and has served in executive leadership positions for Xerox and GlaxoSmithKline. Elaine holds Bachelor’s and Master’s degrees from the University of California at Berkeley.