Without a modern information technology (IT) platform, you can’t really move into the future. This was the lesson a midsized American state was learning as it tried to modernize its multi-billion-dollar Medicaid program. As market demands, regulatory requirements, and fraud risk all grew, system users at all levels could feel the technology reaching its limits.
At the drugstore, customers might find their medications delayed. The platform’s limited automation meant that employees had to spend time entering data manually. Internal systems didn’t talk to one another—an inefficiency that meant providers often waited for payments to be processed—and everyone agreed that it was time to take eligibility determination into the future to best serve the state’s Medicaid applicants.
To reach its Medicaid goals, the state understood that it needed to modernize the eligibility system, the enrollment system, the way it worked with providers, and more. Each of these would be a major transformational undertaking: Every provider in any healthcare network doing business with the state, and any managed-care organization offering a plan through the state's Medicaid program, interacted with the system. Still, it was necessary to begin.
A strained IT system struggled to keep up
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Future
Replace aging applications that differed across divisions and subsidiaries
Reduce manual, disparate processes freeing up more resources for advanced analytics
Enable enhanced reporting and make it more widely available across the enterprise
Act with greater speed and agility to capture value in acquisitions
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Company-wide
opportunities
Process hundreds of thousands of transactions per month with greater efficiency
Reduce 10,000+ manual journal entries per period
Decrease >3-week close
Shorten the >3-month annual budgeting cycle
Provide better support for a growing e-commerce business
Control rising finance function costs and derive greater value
Finance
opportunities
Reduce 10,000+ manual journal entries per period
Decrease >3-week close
Shorten the >3-month annual budgeting cycle
Provide better support for a growing e-commerce busines
Control rising finance function costs and derive greater value
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Improve technical capabilities to keep pace with increased hiring needs
Reduce dependence on IT and tech resources for supporting and enabling continuous compliance with more than 800 collective bargaining agreements
Unify and automate workforce administration processes across the enterprise
Eliminate the need for employees to learn new systems and interfaces as they move from recruitment to training to managing benefit
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HR
opportunities
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After
Today, in the middle of a multiyear effort to transform its business-facing platforms, the state is already realizing the benefits of its investments. With better technology, processes, and project and demand management, both efficiency and stakeholder satisfaction have increased. Interactions with the system are quicker. Online resources let people interact with the program in real time. At service desks, drop-down menus and other digital aids allow employees to handle a larger volume of work with greater accuracy. And with many routine tasks automated, employees can focus their time on higher-value activities. Transparency allows departments to share information, resulting in faster processing and faster decisions. A service catalog now tracks requests across IT and resolves operational issues quickly through its upgraded incident- and problem-management modules and systems.
Implementing a modern Medicaid program with improved IT
Developed all the necessary processes to support a single, modernized digital platform serving the entire enterprise
Migrated 290,000 employees from legacy systems to Oracle Cloud
Increased insight-driven decision making across functions, driving performance and growth gains
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Company-wide
success
Decreased balance sheet reconciliations
by 85%
Achieved a consolidated retail and
corporate close within a shortened period
Reduced the types of P&L statements from 100+ to 4
Reduced operations costs across the board
Enhanced availability of data-driven insights that help to capture maximum value during acquisitions
Achieved a consolidated retail and corporate close within a shortened period
Reduced the types of P&L statements from 100+ to 4
Reduced operations costs
across the board
Enhanced availability of data-driven insights that help to capture maximum value during acquisitions
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Finance
successes
HR
successes
Deployed a custom application for union-rule processing enabling a single HCM platform to administer benefits to all employee populations under 800+ complex union agreements
Created a digital-first, digital anywhere experience resulting in higher employee engagement
Reduced new-hire onboarding time
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Reduced new hire onboarding time
Streamlined and improved the process integration of new employees post-acquisition
Integrate processes and technology across the employee lifecycle from recruiting through compensation and performance
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The state will continue to modernize its departments and agencies, adopting industry-leading practices around quality testing. In a system in which trust in information is paramount, internal IT customers and users will know that they can trust IT to bring high-quality services to them.
Already, the state’s reimagined HR services are attracting next-generation talent to the workforce. The state understands that today’s contributors want to be as engaged in their work lives as in their consumer lives.
Continue to enhance analytics-driven planning and forecasting
Optimize the supply chain
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Company-wide
vision
Achieve a continuous, virtual accounting close
Achieved a consolidated retail and corporate close within a shortened period
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Finance
vision
HR
vision
Establish a continual feedback-and-improvement loop based on quarterly HR reports from the field and deployment of new capabilities
Migrate payroll, benefits, and absence management to Oracle cloud for 2023
Insource benefits administration
Ready to keep moving forward
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