DST Systems Marketing Overview Book

Learn More
www.dstsystems.com
2017-2018
SHARED SERVICES
OVERVIEW

2
We will excel in integrating every part of the creative process
to inspire results-driven outcomes. We will balance business
strategy, conceptual collaboration, planning efficiency, production
savvy and best-practice execution to provide agency-caliber
services that inspire meaningful and profitable connections.
We believe in fostering collaborative, innovative and productive
relationships with our clients by understanding the unique
qualities of their business and fostering connections that inspire,
inform, entertain and spark action.
OUR MISSION
Innovating commercial success

3
OUR
CLIENTS
ASSET MANAGER
SOLUTIONS
RETIREMENT
SOLUTIONS
RESEARCH, ANALYTICS
AND CONSULTING
BANKS
DISTRIBUTION
SOLUTIONS
WEALTH AND
PLATFORM
BROKERAGE
SOLUTIONS
ALTERNATIVE ASSET
MANAGEMENT SOLUTIONS
RETIREMENT
INSURANCE
SOLUTIONS
INSURANCE
ASSET
MANAGER
ALPS ASSET
MANAGEMENT
FUND
SERVICES
FINANCIAL
SERVICES
US
SEGMENTS
INTERNATIONAL
SEGMENTS
HEALTH
SOLUTIONS
PHARMACY
SOLUTIONS
HEALTH
FUNCTIONAL
GROUPS
Human Resources
Enterprise Services
IT Services
Marketing and Sales Enablement

4
SHARED
RESOURCES
SALES
ENABLEMENT
LEAD
GENERATION
SHARED
SERVICES
MARKETING
TECHNOLOGIES
MARKETING
MANAGER/
BUSINESS UNIT

5
Strategic Planning ExecutionDiscovery Creation Measuring
OUR
PROCESS

6
TRAFFIC
MANAGEMENT
CONFERENCES
AND EVENTS
GRAPHIC DESIGN
HIGHLIGHTS
VIDEO AND
MOTION GRAPHICS
67 white papers
76 infographics
338 emails
122 sales sheets
EMAIL + WEB
TICKETS CLOSED862
140
CAMPAIGNS
127 presentations
27 ads
27 templates
329 misc.
82 graphics
TASKS COMPLETED
BY SHARED RESOURCES
JANUARY 2, 2017 – APRIL 30, 2018
5,471+
JAN. 2, 2017 – APR. 1, 2018
116
Videos
33
Digital
Signage
205
Corporate
Photos and
Photoshoots
474 102 280
COMPLETED TASKS
856
completed
tasks
3
team
members
285
avg. completed
tasks per person
1,203
completed
tasks
5 240
team
members
avg. completed
tasks per person
37 33 4Third-Party
Conferences
Hosted
Conferences
BOD
Meeting
1,473
COMPLETED TASKS
896
completed
tasks
5 180
team
members
avg. completed
tasks per person

7
ADVANCE
ALPS
Corporate
Corporate – Community Engagement
Enterprise Services
Ethics and Compliance
Executive Office
Finance
Human Resources
MSE
Healthcare
FS – All
FS – ALTS
FS – Brokerage
FS – BPS
FS – Compliance
FS – Distribution
FS – Asset Manager Solutions
FS –Retirement Solutions
FS – Sales
International (UK, AUS)
CAMPAIGNS BY BUSINESS UNIT
CAMPAIGNS
BY BUSINESS UNIT

9
Ads
Articles
Banner Ads
Brand Development
Brochures
Campaign Development
Case Studies
Electronic Signage Assets
Email Headers
Graphics (standalone)
Idea Generation
Infographics
Intranet Site Development
Invitations
Logos
Magazines
Newsletters (Print or Email)
Pitch Collateral
Postcards
Posters/Signs/Banner Stands
Presentations
Promotional Item Designs
Sales Sheets (Slicks, Product Sheets)
Social Post Designs
Special Events/Tradeshow Creative Direction
Template Development (Adobe and Microsoft)
T-Shirts
Trade Show Booths
Web Banners
Web/Blog Copy
Web Landing Pages
Web Mirco-Sites
Web Sites
White Papers
GRAPHIC DESIGN
CAPABILITIES

10
Master Complexity
• Established brand architecture
• Collaborated with external agency to develop brand
messaging
• Developed brand personality
• Designed visual brand identity including color
system, logo, type formatting, photography, Icons,
graphics, charts, graphs, business set, merchandise,
email styles, social media styles, video styles, UI/UX
styles, writing and usage, and legal guidelines
• Documented brand standards book (94 pages)
• Coordinated rebranding of all print and digital media
• Served in group of stakeholders to oversee the
redesign of corporate website
• Strategized and implemented the internal and
external brand launch
• Oversaw creation of Adobe Creative Suite and
Microsoft Office templates
• Led the successful transition of six acquisitions into
DST branding
BRAND LAUNCH

11
Questions: jjhagen@dstsystems.com3
TABLE OF
CONTENTS
Executive Sponsor ..............................................2
Table of Contents ...............................................3
Our Brand Architecture .......................................4
Our Brand Messaging .........................................5
Master Complexity .............................................6
Brand Promise and Positioning .......................6
Our Brand Personality .........................................8
The DST Brand Personality ...............................9
What It Looks Like.............................................10
What It Sounds Like .........................................13
Our Color System ..............................................15
Primary ................................................................16
Segment Color Coding ....................................17
Segment Color Coding Options .....................18
Tinting Options ..................................................19
Our Logo .............................................................20
Variations ...........................................................21
Which Logo Version Do I Use? .......................22
Capabilities Logo...............................................24
Master Complexity Logo .................................25
Standard Logo ...................................................26
DST Health Logo................................................27
ALPS Logo ..........................................................28
Clear Space ........................................................29
Sizing ...................................................................30
Co-Branding........................................................31
Simple Rules ......................................................32
Our Typography and Formatting .....................33
Roboto Light ......................................................34
International........................................................35
Color Coded Headline Bar ...............................36
Marketing Text Formatting .............................37
Headline Styles and Callouts ..........................38
Table of Contents .............................................39
Callout Background Colors and Lines ...........40
Our Photography, Icons and Graphics ...........41
Four Simple Rules ............................................42
Types ...................................................................43
Events ..................................................................44
Head Shots .........................................................45
Backgrounds ......................................................46
Concept Icons ...................................................47
Concept Icons in Action ..................................48
Complexity Illustrations ...................................49
Showing Complexity and Opportunity...........50
Complexity Illustrations Usage.......................51
Showing Interactive Interfaces.......................52
Our Charts, Graphs and Graphic Styles .........53
Shapes ................................................................54
Infographics........................................................55
Doughnut Chart .................................................56
Bar and Line Charts...........................................57
Table Styles ........................................................58
Our Business Set ...............................................59
Business Cards .................................................60
Legal, Segment, Sector Decision Tree ..........61
Business Set and Project Documentation....62
Presentations .....................................................63
Our Merchandise ...............................................64
Simple Rules ......................................................65
Our Email Styles ................................................66
Email Types .......................................................67
Person-to-Person...............................................68
Person-to-Person Signature ............................69
Official Communications .................................70
Bulk Email ...........................................................71
Custom Marketing Email .................................72
Our Social Media Styles ....................................73
Sites .....................................................................74
Anatomy of a Linkedin Post ............................75
Anatomy of a Twitter Post...............................76
Post Types ..........................................................77
Simple Rules.......................................................79
Our Video Styles.................................................80
Intro/Outro ..........................................................81
Backgrounds and Titles....................................82
Sound and Music...............................................83
Our UI/UX Styles.................................................84
Overview .............................................................85
Our Writing and Usage Styles ..........................86
Usage Styles ......................................................87
Our Legal Guidelines..........................................93
High-Level Overview .........................................94
Consistent use of our corporate typeface, Roboto Light, reinforces our brand identity. With few exceptions, Roboto Light is to be used for titles, headings,
subheadings, body text, captions, and URLs. Roboto Light is installed on most DST computers, but is also available as a free download from Google Fonts:
https://www.google.com/fonts#UsePlace:use/Collection:Roboto
Note:
Calibri is be the fallback font for Microsoft applications and is the primary font for Outlook. Arial is the fallback font for other applications and purposes. Consolas
should be used when proportional font spacing is necessary.
Domo arigato means thank you in Japanese.
It’s a Google font You can use it anywhere It’s a modern, clean font
TYPOGRAPHY:
ROBOTO LIGHT
Example:
The tone and voice of our written brand personality should reflect and support the same personas: smart, confident, approachable, thoughtful, real, genuine.
What follows is a general outline of each of the personas. The manner in which a persona is more X than Y, again, will ultimately depend on the topic, medium,
and audience.
Smart is more knowledgeable than vague, more intelligent
than accomplished, more resourceful than brainy.
Knowledgeable Vague
Intelligent Accomplished
Resourceful Brainy
Confident is more delivering than promising, more
experienced than general, more modest than pretentious.
Delivering Promising
Experienced General
Modest Pretentious
Approachable is more collaborative than self-serving, more
practical than idealistic, more open than opinionated.
Collaborative Self-serving
Practical Idealistic
Open Opinionated
OUR BRAND PERSONALITY:
WHAT IT SOUNDS LIKE
OUR PHOTOGRAPHY:
HEAD SHOTS
Our camera settings are the following:
ISO 100, F/11, 1/60 sec.
Photo sizes:
High resolution at 3456px x 5184px.
Edit photos down to three sizes:
• 2400px x 300px 300dpi
• 150px x 188px 72dpi
• 85px x 106px 72dpi
Lighting:
We shoot the photos with a standard three-point lighting set-up.
Brand personality:
Our photography should illustrate
our brand personality (page 9).
Touch-up:
Minimal retouching for blemishes
can be done by request.
Background:
The background should be light,
with no texture.
Dress code:
Clothing selections should
illustrate our brand personality
and job responsibilities.
Cropping:
The person should not have any
part of their head outside of the
photo and should be cropped
mid-shoulders.
No pixelation or stretching:
When used, photos should not be
warped, stretched, pixelated or
placed inside of a shape.
Back
KeyFill
GRAPHIC STYLES:
SHAPES
Correct Incorrect
Correct
Here is a
text callout
Here is a
text callout
Here is a
text callout
Incorrect
Here is a
text callout
Here is a
text callout
Here is a
text callout
Here is a
text callout
Here is a
text callout
Here is a
text callout
Here is a
text callout
You should use circles, squares, polygons, and rectangles (basic shapes) with solid colors and no effects.
Here is a
text callout
Our standard headline styles range from Headline Level 1 – Level 6. Pick a level to start with (Level 1 is recommended) and use each subsuquent level in order.
TYPOGRAPHY:
HEADLINE STYLES AND CALLOUTS
This is callout box text and it is a
segment color. Perspel magnim qui
aborepudae nos aut doloritas aut pratis
debis maximol orernatio.
Intro/Headline Level 1
Roboto Light Italic, align left, 23 pt, black, 25 pt leading, kerning
0 (adjust +/-20 for widows and orphans).
Callout text or small introduction paragraphs
go here. Perspel magnim qui aborepudae nos
aut doloritas aut pratis debis maximol.
Headline Level 2
Roboto Light Italic, align left, 13 pt, segment color, 15 pt
leading, kearning 0 (adjust +/-20 for widows and orphans).
Headline Level 3
Roboto Light Italic, align left, 13 pt, 70% black, 15 pt leading,
kearning 0 (adjust +/-20 for widows and orphans).
Headline Level 4
Roboto Regular, align left, 11 pt, segment color, 13 pt leading,
Headline Level 5
Roboto Regular, align left, 11 pt, 70% black, 13 pt leading,
Headline Level 6
Roboto Regular, align left, 9 pt, black, 11 pt leading, kearning 0
(adjust +/-20 for widows and orphans).
This is pull quote text. Perspel magnim qui
aborepudae nos aut doloritas aut pratis debis
maximol orernatio. Minveni moloria que nones
apererit aut pratis aborepudae.
Boxed callout text is
used for callouts that are
repeated in the body copy
Callout Box Text
Roboto Light Italic, align left, 12
pt, segment color, 16 pt leading,
kerning 0 (adjust +/-20 for
widows and orphans)
If introduction takes up
less than 1/3 of the page,
it should be callout text.
Otherwise, it is body copy
inside of a callout box on
its own page.
Callout Text
Roboto Light Italic, align left,
12 pt, 70% black, 16 pt leading,
widows and orphans)
Pull quotes are used
for callouts that are not
repeated in the document
Pull Quote Text
Roboto Light Italic, align left,
10 pt, 70% black, 15 pt leading,
widows and orphans), bar is
segment color
OUR COLOR SYSTEM:
PRIMARY
Corporate 221 72 20 0 76 100 0 DD4814 1665 C
Financial Services 93 176 56 68 5 100 0 5DB038 362 C
Health 0 169 224 87 1 0 0 00A8E0 2995 C
ALPS Asset Management 120 74 146 63 84 8 1 784a92 7678 C
Black 0 0 0 100 100 100 100 000000 Black 4C
Graphite 81 98 111 55 30 17 51 51626F 7545 C
White 255 255 255 0 0 0 0 ffffff WHITE
Common Name R G B C M Y K Hex PantoneExample
While all of the following comprise our primary brand color palette, each of the first four colors have been assigned a specific branding purpose within the enterprise.
OUR ICONS:
CONCEPT ICONS
Our icon set is a valuable and important element for storytelling and drawing interest to specific information. These icons can be used alone or in unison with one or
more icons. In most instances, icons are recommended for use instead of images.
Our icons look like this:
Thin lines
One color black, reverse, or
primary brand color outline
No fill
Download the full icon set (more than 270 icons in the set):
http://dstconnect.dstcorp.net/pages/viewpage.action?title=Icons&spaceKey=entbranding
THE DST
BRAND PERSONALITY
We are Smart We are Confident We are Approachable
We are RealWe are Thoughtful We are Friendly
Our brand personality is a direct reflection of who we are and how we wish to be viewed – both internally and externally. Spanning all levels of DST, this personality
resonates across all mediums and interactions. The following attributes highlight our capabilities and expertise.
Brand color
or tint color
Standard
Text Formatting
Standard
Text Formatting
5% black
tint, 3 pt
width
Subhead
Body text lorem ipsum dolor sit amet, consectetur adipiscing elit. Donec
diam nulla, aliquet non tempor eget, venenatis vel massa. Proin odio
justo, pellentesque ac sapien at, gravida.
Subhead
Body text lorem ipsum dolor sit amet, consectetur adipiscing elit. Donec
diam nulla, aliquet non tempor eget, venenatis vel massa. Proin odio
justo, pellentesque ac sapien at, gravida.
Solid
When needed, solid thin lines can help convey
a concept. They should be used to help convey
information and not in a decorational manner.
Lines: Horizontal and Vertical
Dashed and Dotted
When needed, thin dashed and dotted lines
can help convey a concept. They should be
used to help convey information and not in a
decorational manner.
Arrow Style
Triangle is the preferred arrow style.
0.2 in
0.2 in 0.2 in
0.2 in 0.2 in 0.2 in0.2 in
FORMATTING:
CALLOUT BACKGROUND COLORS AND LINES
OUR PHOTOGRAPHY:
FOUR SIMPLE RULES
2. Our photography should illustrate our brand personality
(page 9).
4. When we do use stock photography, it should adhere to rule #2.3. When possible, we do not use stock photography.
1. We must own the rights to any image we use. Do not copy
and paste images sourced from internet searches.
DST Brand Personality
OUR BUSINESS SET:
PRESENTATIONS
PowerPoint
The enterprise software for creating presentations is Microsoft PowerPoint. Complete standards and resources are available on DSTConnect.
Template
Our PowerPoint template features 15 base layouts in each of our brand
segment colors.
Resources to help you build
A suite of resources has been developed to help you build presentations.
• A toolkit that explains brand standards, how to convert slides, and
some PowerPoint basics
• A common slide library that includes pre-built slides that can be
inserted into your presentation
• An icon library with more than 270 icons
• A photo library
• Short videos showing how to use the template
View complete standards and download resources
(common slides, icons, image library, and toolkit) and the template:
http://dstconnect.dstcorp.net/display/entbranding/Create+a+Presentation
PHARMACY SOLUTIONS
Jonathan Boehm
HEALTH
Below is the recommended style for Twitter posts.
OUR SOCIAL MEDIA:
ANATOMY OF A TWITTER POST
More information on social media postings:
http://dstconnect.dstcorp.net/display/entbranding/
Use relevent and appropriate
hash tags (where applicable)
Use a compelling image that
helps tell the brand story
Include a call to action. Use a
shortened Bitly link.
Images can be up to 5MB.
Ensure that the image is a GIF,
JPEG, or PNG. Ensure the photo
is sized 800x335px. The photo
will be automatically scaled for
display in the expanded tweet
and in the image gallery.
OUR COLOR SYSTEM:
SEGMENT COLOR CODING
Corporate
Departments/Industries:
• Investor Relations
• Internal Communications
• Human Resources
• Non-Health or Finance
Industries
• Enterprise Functional Groups
(See page 4 for list)
When positioned as
a standalone service:
• Applied Analytics
• BPS
When used in combination:
• Financial Services + Health
• Financial Services +
ALPS Asset Management
• Health + ALPS
Asset Management
Financial Services
US Segments:
• Asset Management Servicing
• Broker-Dealer Solutions
• Distribution Solutions
• Fund Services
• Insurance Solutions
• Retirement Solutions
International Segments:
• Asset Manager
• Retirement
• Wealth and Platform
• Insurance
• Banks
Health
Segments:
• Health Solutions
• Pharmacy Solutions
ALPS Asset Management
Segments:
• ALPS Asset Management
OUR LOGO:
VARIATIONS
Our corporate logo is the most immediate representation of our company, our people, and our brand to the world. It is a valuable corporate asset that must be used
consistently in the proper, approved forms.
DST Master Complexity Logo Standard DST LogoDST Capabilities Logo
ALPS LogoDST Health Logo
HEALTH
OUR BUSINESS SET:
LEGAL, SEGMENT, SECTOR DECISION TREE
HENRY JONES
Account Representative
Sales
e hijones@dstsystems.com
p 816.435.1000 m 816.435.1001
w dstsystems.com
DST Retirement Solutions
816 Broadway
Kansas City, Missouri 64105
Does your department
have a legal obligation to
state your legal entity?
Does your department service
more than one segment?
Does your department service
more than one sector?
ALPS?
YES
YES
YES
YES
NO
NO
NO
NO
Use legal entity
Use ALPS,
A DST Company
Use sector name:
• DST - Financial Services
• DST - Health
Use DST
Use segment name (See
Brand Architecture, page 4)
Henry Jones
Sales | DST Retirement Solutions
p 816.435.1000 | m 816.435.1001
816 Broadway | Kansas City, Missouri 64105
e hijones@dstsystems.com | w dstsystems.com
Social media sites that DST participates in.
OUR SOCIAL MEDIA:
SITES
More information on social media postings:
Twitter FacebookLinkedIn
GRAPHICS:
SHOWING COMPLEXITY AND OPPORTUNITY
Complexity
Complexity Font
OpportunityConnections
Complexity is depicted using black complexity
illustrations. They depict a challenge, or
problem that impacts the viewer.
The Complexities Font
was developed to provide
consistency when labeling
complexity and opportunity.
It should always be legible
and never be larger than the
illustrations. It should never
be used independently and
its color can be black or its
opportunity color. This
is an optional element.
Opportunity is depicted using the primary brand
highlight color (preferred treatment), or black.
They should depict an opportunity, or solution
that impacts the viewer.
Hand-drawn arrows are used for connection
points between illustrations within the complexity/
opportunity stories. They should not be used
to connect an illustration to text. The color for
connections should always be black.
Rising
Costs Operational
Efficiency
Doughnut charts are the recommended style. They should be flat with no bevel, emboss, drop shadow, rounded corners, 3D, or complicated outlines. Colors should
be tints of either black, graphite, or the assigned primary brand color. Secondary accent colors can also be used to distinguish between sections.
While the doughnut chart is the preferred design, standard pie charts are also acceptable.
CHART STYLES:
DOUGHNUT CHART
We encourage our people to take advantage of opportunities to get involved—especially in causes they feel passionate
about. In the US one way we do this is through our matching gifts program. The program helps people identify and direct
grants to causes they care about the most. In 2016 our employees requested more than 1,800 matches.
Human Services .....................................................................27%
Health & Social Services.......................................................23%
Education & Research...........................................................18%
Religion.....................................................................................14%
Environment & Animals.........................................................10%
Arts (Culture & Humanities)...................................................4%
International ..............................................................................2%
Public (Societal Benefit)..........................................................2%
Matching Gifts
Percentages above based on number of gifts requested.
8 9
Colors:
To make it easy to
distinguish individual
slides of the pie, all colors
are available within charts.
Doughnut Hole:
This should be between
50-80 percent and can
contain a number, icon or
call-out text.
Key:
Clean and simple,
using the brand font
and colors.
GRAPHICS:
COMPLEXITY ILLUSTRATION USAGE
To request more information, visit:
www.dsthealth.com
• Meet Data and Technology Needs
• Increase Operational Efficiency
• Improve Outcomes
MASTER COMPLEXITY
DISCOVER OPPORTUNITY
Light background
so illustrations are
clearly visible
3-7 complexities
per design
The Complexity font
is a custom font and
should not be edited.
Words are kept to
a minimum, state
a complexity or
opportunity, and
should not be longer
than three words
No Complexity should be larger than one quarter
the size of the subjects head
Arrows help tell more
advanced stories or
connections between
concepts. An arrow
should not originate
from, or connect to
the Complexity font.
Complexities
should interact
with the subject
and show depth.
When more than
one person is
depicted in the
photograph,
illustrations
should interact
with only one
person.
OUR MERCHANDISE:
SIMPLE RULES
Brand Personality:
Our merchandise should reflect our brand personality (page 8).
Logo Usage:
All merchandise should adhere to the DST logo standards (page 20).
Audience:
When selecting merchandise, the following questions should be considered:
• Is the item too cheap? Is it too expensive?
• Does the item have value, or use to the receiver?
• Is the item high quality?
More information on merchandise:
http://dstconnect.dstcorp.net/display/entbranding/Order+Merchandise
Where do I go to order individual DST-branded items
for myself or my team?
Go to the DST eStore:
http://www.cswebstore.net/dst10908/default.aspx
Where do I go to order custom DST-branded items in
large quantities?
Contact the DST representative and Custom Specialties:
913.469.1323, or http://www.customspecialties.net/
MASTER
COMPLEXITY
OUR VIDEO STYLES:
INTRO/OUTRO
Outro
At the end of a video, you have the option to use the DST logo build. If the
project uses a musical underscore, the preference is to continue to use the
music under the DST logo build until the end. Option: Music may end at the
completion of the video, but before the logo build, if there is a specific creative
or technical requirement.
A call-to-action screen is also strongly recommended immediately preceding
the outro logo.
Intro
At the beginning of each video, use the DST logo build. If the project uses
a musical underscore, the preference is to use the music under the DST
logo build. Option: Music may start after the logo build, if there is a specific
creative or technical requirement.
More information on video production:
Below is the recommended style for tables.
CHART STYLES:
TABLE STYLES
Gray or black (20-30%
black recommended)
1 pt line weight
5% black tint (or 5-10%
color tint for all segments
except Corporate),
every other row
Header Bar
Primary segment
color, graphite,
or black tint
background
TWO COLUMN SPAN TABLE/CHART TITLE
RETURN # OF PAIRS STD. DEV.
All Strategies 0.98% 148 3.68%
Equity Long/Short 1.07% 49 4.04%
Credit 0.95% 22 4.86%
Market Neutral 2.24% 10 2.84%Row header text can
be called out using
segment color
Other Examples
Health Care FSA Dependent Care FSA
Contribution Limit $2,650 $5,000
Employer Match None None
WAGEWORKS Debit Card Yes No
Administrator WAGEWORKS WAGEWORKS
Election Required Yes, annually Yes, annually
FSAs at-a-Glance
Part D Plan Size
Potential Revenue Increase for Every 0.05%
Increase in PDE Acceptance Rate¹
Large: 250 million claims per
year
$9.5 million
Mid-Size: 2.1 million claims
per year
$105,000
Small: 36,000 claims per year $2,000
FIGURE 4: ESTIMATED IMPACT ON REVENUE AS THE
PDE ACCEPTANCE RATE INCREASES
Below are the types of emails we send, when to use what type, and when not to use a type.
OUR EMAIL STYLES:
EMAIL TYPES
© DST Systems, Inc. All rights reserved.
How digital savvy is your company?
Take our short quiz
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ANALYTICS AND DIGITAL
Case Study: How Analytics Can
Drive Operational Excellence
INTELLIGENT OPERATIONS
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RISK AND COMPLIANCE
Outsourcing Your Compliance
Operations: What You Need to Know
Read More
Informal communication
from person to person, or
person to a small group of
people via electronic mail on
behalf of yourself.
When to use:
• For ongoing
communication, project
discussion, and two-way
communication
When not to use:
• When sending large
volume communications
Formal communication from
person to person, or person
to a small group of people via
electronic mail on behalf of DST.
When to use:
• Announcements, updates,
one-way communication
When not to use:
• When you are not authorized
to speak on behalf of DST
Formal communication sent
to a large group of people via
electronic mail on behalf of DST.
When to use:
• Marketing, large-scale
communication, information
delivery, one-way
communication
When not to use:
• When sending person-to-
person communication
Uniquely designed, marking-
focused communication sent to
a group of people via electronic
mail on behalf of DST to achieve a
desired action.
When to use:
• Marketing, large-scale
communication, one-way
communication
• When bulk email will
not achieve desired
measurables
When not to use:
• When sending person-
to-person communication
Official Communications Bulk EmailPerson to Person Custom Marketing Email
Learn More
www.dstsystems.com
OUR WRITING AND
USAGE STYLES
OUR BRAND PERSONALITY:
WHAT IT LOOKS LIKE
Smart looks like this: Not like this:
Confident looks like this: Not like this:
OUR BUSINESS SET:
BUSINESS CARDS
Standard Logo,
DST Health Logo,
or ALPS Logo
Capabilities Logo for all of DST; Blank for ALPS
Segment Color Indicator
Name
Front
Back
Department
Contact Information
FINRA or required by
regulation entity name,
or vertical segment. If
your department services
multiple segments, use
industry sector. Functional
groups will use DST. For
additional information, see
Brand Architecture page 4.
Business Title
Address of the
building you work in
HENRY JONES
Sales
e hijones@dstsystems.com
p 816.435.1000 m 816.435.1001
w dstsystems.com
DST Retirement Solutions
816 Broadway
Kansas City, Missouri 64105
How do I order cards?
http://dstconnect.dstcorp.net/display/entbranding/Order+Business+Cards
*ALPS: Contact the ALPS marketing department
OUR EMAIL STYLES:
PERSON TO PERSON
Emails sent from associates to internal or external recipients should follow the guidelines shown below: Informal communication from person-to-person, or person
to a small group of people via electronic mail on behalf of yourself.
Brand Personality:
Our emails should illustrate our brand personality (page 8).
Font and Font Color:
• Calibri font, regular, size 11, black (Windows Outlook default text style).
Bold, italic, and underline can be used sparingly when necessary.
Background:
• White only
Highlight Colors and Additional Text Colors:
• Can be used sparingly when necessary and should not be used for
decoration or personalization.
Signature
• Use only DST corporate email signature.
• Do no include any personal social media accounts, inspirational
quotes, logos, or any unapproved additional content.
Email Signature Generator:
http://www.18broadway.com/signature-generator/index.html
OUR GRAPHIC STYLES:
INFOGRAPHICS
1.0
2.0
3.0
4.0
2015 2016 2017 2018
$1.2 trillion
$3.1 trillion
$1.9 trillion
COLLECTIVE
INVESTMENT TRUSTS
BUSINESS DEVELOPMENT
COMPANIES
OUR PANEL OF EXPERTS IS GENERALLY CONFIDENT THAT
THE RELATIVE COST SAVINGS OF CITS OVER MUTUAL FUNDS
STOOD IN THE 10 TO 30 BASIS POINT RANGE2
Mutual funds, on the other hand, have been
keeping pace with the overall 401(k) market
growth, at a CAGR of 12.5%2
CITs have been the fastest growing
investment vehicle in 401(k) plans,with a
CAGR of 18.3% over the past seven years
CI
Ts
M
ut
ua
lFu
nd
s
18.3% 12.5%
up from $1.9 trillion at the end of 20151
CITs COULD REACH $3.1 TRILLION IN TOTAL
RETIREMENT ASSETS BY THE END OF 2018,
DST BELIEVES...
THERE ARE APPROXIMATELY 48 PUBLICLY TRADED BDCS,
AND WELL OVER 25 NON-LISTED BDCS IN THE MARKET TODAY4
19% 29%to
OF ADVISORS USE BDCs..
depending on the size of
advisor assets4
PRIVATE EQUITY
INTERVAL FUNDS
$30
BILLION
$5BILLION
THE MARKET HAS
GROWN SUBSTANTIALLY...
to about $30 billion today – up from
just roughly $5 billon five years ago3
2012
TODAY APPROXIMATELY 15 NEW INTERVAL OR TENDER OFFER FUNDS
WERE IN REGISTRATION AT THE END OF 20163
80%
INTEREST RETURNS
Overall returns on private debt have
traditionally ranged from high single
digits to mid-teens,
with interest comprising well over
80% of the returns4
THE AVERAGE BDC HAD A TOTAL RETURN OF
ALMOST 20% DUE TO HIGHER INTEREST INCOME
AND SLIGHTLY WIDER NET INTEREST MARGINS4
ALMOST
20%
NON-TRADED REITS
$4B IN ONE PRODUCT
SINCE SEPT. ‘16
BLACKSTONE HAS RAISED
through wirehouses, a distribution channel
relatively untapped by non-traded REITs5
$4 billion
42%93%
of investors stated that real
estate met or exceeded
their expectations in 20166
while over a three-year period
42% felt their expectations
had been exceeded, more
than any other asset class6
IN A RECENT DST ADVISOR
INSIGHT STUDY...
Approximately 55% of advisors have some
percentage of their client book committed to
the Real Estate asset class, easily one of the
most widely used alternative asset classes
55%
THE PRIVATE EQUITY ASSET ACCOUNTS FOR MUCH
OF THE GROWTH IN PRIVATE MARKETS. IT GREW 9.7
PERCENT FROM 2015 TO 20167
48%
6%
Investors’ allocation to private equity
over the long term6
Increase exposure
Decrease exposure
Private equity assets
under management
as of June 2016,
an all-time high6
$2.49 trillion
Investors who believe that their private
equity portfolios have met or exceeded
performance expectations
95%in the last year
81%
Dec. 2011
MET OR EXCEEDED
EXPECTATIONS
Infographics are an important way our brand tells its story. All infographics should be reviewed by marketing. An example is shown below.
GRAPHICS:
COMPLEXITY ILLUSTRATION USAGE
www.dsthealth.com
• Meet Data and Technology Needs
• Increase Operational Efficiency
• Improve Outcomes
MASTER COMPLEXITY
DISCOVER OPPORTUNITY
Light background
so illustrations are
clearly visible
3-7 complexities
per design
The Complexity font
is a custom font and
should not be edited.
Words are kept to
a minimum, state
a complexity or
opportunity, and
should not be longer
than three words
No Complexity should be larger than one quarter
the size of the subjects head
Arrows help tell more
advanced stories or
connections between
concepts. An arrow
should not originate
from, or connect to
the Complexity font.
Complexities
should interact
with the subject
and show depth.
When more than
one person is
depicted in the
photograph,
illustrations
should interact
with only one
person.
OUR COLOR SYSTEM:
PRIMARY
Corporate 221 72 20 0 76 100 0 DD4814 1665 C
Financial Services 93 176 56 68 5 100 0 5DB038 362 C
Health 0 169 224 87 1 0 0 00A8E0 2995 C
ALPS Asset Management 120 74 146 63 84 8 1 784a92 7678 C
Black 0 0 0 100 100 100 100 000000 Black 4C
Graphite 81 98 111 55 30 17 51 51626F 7545 C
White 255 255 255 0 0 0 0 ffffff WHITE
Common Name R G B C M Y K Hex PantoneExample
While all of the following comprise our primary brand color palette, each of the first four colors have been assigned a specific branding purpose within the enterprise.
BRAND LAUNCH

13
12
www.dstsystems.com/rac
For the foreseeable future, we remain convinced that the
traditional fee as a percentage of AUM model will continue
to dominate. Naturally, managers that are able to lower their
fees and maintain margins will enjoy a long-term advantage
that other managers will struggle to match. Of course, this
balancing act will be different for each firm, depending on
its size. Above, we provide estimates for how much a firm’s
assets would need to grow in order to lower fees and preserve
revenues at the same time. Not surprisingly, these targets
may not be possible for many firms. Again, we believe that
many firms will have to get used to lower profit margins to
remain competitive.
Align relationship management resources
on key business relationships
The responsibility for relationship management must be
expanded to include distribution and marketing. Both are
customer-facing, whether in person or via digital engagement,
and it is only in cooperation that each can be effective in
achieving business goals for acquisition, retention and
growth. Together, they need to address the reality that
power is shifting to distributors and a shrinking number of
advisors that have investment discretion, by considering a
corresponding investment in national accounts management.
Historically, National Accounts teams at many asset managers
have been understaffed, with national account managers
acting as lone operators, responsible for managing too many
large, complex relationships with inadequate resources. But the
importance of home offices has grown at the same time as the
number of advisors with investment discretion has plummeted,
with many stakeholders influencing the decision to do business
with an asset manager.
A survey of asset manager chief marketing officers in 201711
found that at 77% of firms, marketing is planning to shift
resources to provide more support to National Accounts
teams. Already, one in 10 firms is using comprehensive
analytics on targeted relationships to develop highly
customized marketing programs and content, and to deploy
tools to identify next best actions with key decision-makers
and influencers. National Accounts and Marketing teams
should be tightly integrated in identifying and prioritizing
target accounts based on deep analysis of the fit between
investment practices and solutions, defined needs for value-
added programs that yield sales opportunities, and shared
strategies for growth.
Percent (%) Increase in AUM Required to Recuperate Lost Revenue Due to a Management Fee
Decrease for Asset Management Firms of Various Sizes
Firm Type
5bp Mgmt
Fee Decrease
10bp Mgmt
Fee Decrease
15bp Mgmt
Fee Decrease
20bp Mgmt
Fee Decrease
Small Firm 7% 15% 24% 35%
Medium Firm 8% 18% 30% 45%
Large Firm 10% 23% 39% 60%
Extra-Large Firm* 16% 38% 70% 121%
Source: Morningstar and DST Research, Analytics, and Consulting analysis.
* Excludes Fidelity Investments, T. Rowe Price, and Vanguard due to their significant AUM from direct investors
3
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data and analytics to guide action, then other, more advanced
automation solutions are probably better suited to achieve the
desired outcomes.
Perhaps the optimal solution is in finding the opportunity to
combine people, RPA, and BPM systems, as well as newer
approaches in artificial intelligence (AI) and machine learning.
Many times the answer is not a singular approach but a
strategy that focuses on the outcome first and applies several
aspects of technology. The key is understanding and using
the capabilities to your best advantage.
Recognize that process automation solutions are not simply
a fact of life but a vital ingredient of your future sustainability.
This is due to the ability to improve both quality and efficiency
at the same time. It is important to develop the resources to
ensure a clear understanding of the rapidly evolving potential
of automation and how it could be used within your business.
As part of this, choose technology providers with the
knowledge and commitment to help you.
4
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FIGURE 1: EFFICIENCY CONTROL CHART
The lower limit is calculated by the mean, minus two standard deviations. The upper limit is the mean plus two standard deviations. We
reset the mean and the upper and lower control limits as we refine the process.
Steps to Continuous Progress
Measuring operations with these integrated metrics helps us
identify where improvements can be achieved. We can more
readily see potential cases that deviate from standard or
best practices. Once we detect outliers, we can help to make
adjustments before they develop into problems. Statistic rules
are used to define data points outside the acceptable range.
Measurements, including efficiency and utilization, are reviewed
daily to set priorities. Using control charts, retrospective reviews
are also completed to better understand to what extent the
process is in statistical control and the level of variation.
By using control charts for efficiency (see Figure 1) and
utilization (see Figure 2), we can visualize the defined upper and
lower control limits and readily identify potential opportunities
for improvement. We are able to quickly see trends, identify
days/weeks where a process may begin to move outside of the
acceptable range, and complete research to develop action plans
to help keep processes running smoothly. This visualization
helps us understand seasonality leading to more accurate
forecasts and better planning for workforce needs.
In these control charts, Montgomery rules are used in a stability
analysis to define the in control (graphite square) and out of
control (orange diamond) data points. These rules help us detect
a wide variety of statistically unlikely patterns. When the analysis
finds processes that are out of statistical control, the results may
reflect negative or positive trends.
Efﬁciency
80%
75%
70%
65%
60%
55%
50%
45%
40%
6/24 7/1 7/8 7/15 7/22 7/29 8/5 8/12 8/19 8/26 9/2 9/9 9/16
Date (2016)
UCL
CL
LCL
0.8
0.6
0.5
On 07/08/16 an observation
occurred at the lower limit.
In this example, the control
limit (the mean) is defined as
60% efficiency.
Observation
A process change made on
7/15 resulted in better service.
Over time, variation decreased.
Control
UCL = upper control limit
CL = control limit (the mean)
LCL = lower control limit
Out of statistical control
The Efficiency control chart allows us to see where the process is potentially losing efficiency and where we should research
to identify steps to help reverse this trend. In this example, the process is in statistical control and variation is decreasing over
time. In the early phase of measurement, variation is wide. As progress is made, the observations become narrower. With less
variation, the confidence in our ability to forecast increases. The chart shows a potential loss in efficiency on 7/8/16 based on a
three-week downward trend. At this point, we were able to quickly research, assess the root cause, and implement change. This
generated a positive outcome, a consistent upward trend.
5
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First
Collective
Investment
Trust
1927
CITs
seen as a
contributor
to market
crash
1929
Stock Market
Crash
CITs
restricted
to DB plans
1936
Congress
amends IRS
code
CITs gain
widespread
adoption in
DB plans
1950s
Federal Reserve
authorizes
banks to pool
funds from
pensions,
corporate
profit-sharing
plans, and stock
bonus plans
CITS in
Defined
Contribu-
tion plans—
mainly sta-
ble value
funds
1980s
Advent of
401(k) plans
NSCC trad-
ing of CITs;
uncommit-
ted 401(k)
funds go
to QDIAs
(TDFs)
2000s
2000—NSCC
adds CITs to
mutual fund
trading platform
2006—Pension
Protection Act
triggers DOL
to set QDIA as
default
CIT adoption
in DC plans
Current
2016—DOL
release
fiduciary rule
resulting in fee
pressure
The History of Collective Investment Trusts
Source: DST Systems, Inc. with data from Department of Labor, Investment Company Institute
Two important developments for CITs occurred in the 2000s—
both of which cleared some of the historical barriers for CITs
in the defined contribution market:
• In 2000, the National Securities Clearing Corporation
(NSCC) added CITs to its mutual fund trading platform.
Based on data provided by the Coalition of Collective
Investment Trusts, DST believes that the vast majority
of CITs trade and price daily.
• In 2006, President Bush signed the Pension Protection
Act that triggered the U.S. Department of Labor (DOL)
to “bless” Qualified Default Investment Alternatives
(QDIAs). At a simplistic level, this ruling required
retirement plan sponsors (companies) to automatically
invest uncommitted 401(k) dollars into QDIAs—which
are dominated by Target Date Funds (TDFs).
Not all Target Date Funds are implemented as CITs (many
initially were, and still are, mutual funds). But, the CIT
“wrapper”—a more flexible investment structure that is better
suited to longer-term, outcome-based strategies—has enabled
ERISA-compliant TDFs to proliferate. We will explore the
investment design flexibilities of CITs later in this white paper.
3
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Plans need to demonstrate to CMS that they
are taking action around issues, but getting
providers, payers and patients into alignment
is challenging.
Similarly, risk conversations sometimes involve
misconceptions, such as the idea that all patients who
become addicted to medications should have a behavioral
health diagnosis. DST Health Solutions has found that
applying that kind of misconception will fail to capture some
high-risk members. The solution to understanding and acting
on risk is robust, predictive analytics that can consume
multiple streams of health data.
Insights from data also should inform care management
interventions so they can be tailored to the member for
maximum benefit to the patient and the plan. Consider the
case of a 43-year-old male patient treated for overdose — with
diagnoses including lung disease and drug dependence
— who has not seen a physician in more than a year.
Overdose is a clear risk factor, and this patient’s disengaged
approach to health makes him a clear candidate for care
management interventions, beginning with setting up
a primary care relationship. Meanwhile, a 42-year-old female
patient with a number of chronic and behavioral health
diagnoses under treatment with pain drugs meets more than
one risk criterion and needs complex case management
to address existing health challenges as well as management
of addiction risk.
Pharmacy Solutions and Provider Engagement
New measures from the Pharmacy Quality Alliance and a
guideline change from the Centers for Disease Control and
Prevention (CDC) define quality care and appropriate use
with respect to opioid use, emphasizing treatment duration,
dosing and use of multiple providers. Field-testing of the
PQA standards showed variation across health plans, most
acutely for Medicaid plans, whose members saw multiple
providers and pharmacists at a rate of 75.3 per 1,000
members, compared with 20.6 for commercial plans and 25.3
for Medicare plans.³ These findings present a clear need for
some type of intervention. Plans need to demonstrate to CMS
that they are taking action around these issues, but getting
providers, payers and patients into alignment is challenging.
With respect to pharmacy, evidence suggests that
dependency and addiction to opioids can develop quickly
with extended use, particularly in those whose opioid therapy
extends beyond five days, but CDC guidelines prioritize
lower doses and short-acting opioids. A DST Pharmacy
Solutions analysis of commercial-plan data shows significant
opportunities for improvement, with 50% of members
receiving prescription durations longer than the CDC-
recommended seven-day limit and 25% receiving more than
the recommended limit of two fills in a 60-day period.4
OPPORTUNITIES FOR INTERVENTION
Field testing of PQA’s measures provided some
context for examining performance and also
uncovered outliers where plan leaders can
focus interventions.
Rates per 1,000 members
4
Introduction
In a retail market with a dizzying array of
investment strategies, portfolio management
tactics and investment structures, it’s no
surprise that advisors are taking a more
strategic approach to investment management.
For most advisors, long gone are the days of
simple style-box investing in traditional equity
and fixed income funds alone. Investments in
real estate, hedge fund strategies and alternative
asset classes, while still modest, are now more
prevalent among advisors — even among
advisors who focus on the mass affluent.
With that in mind, fund structures that best complement
those strategies are becoming top of mind for a growing
number of advisors. But while open-end liquid alternatives,
listed REITs and other highly liquid investment structures are
suitable for certain strategies, they are not a panacea for all
investment categories. For certain strategies, the ability to
deliver innovative products with differentiated risk/returns
requires some limitation on liquidity and redemptions. The
closed-end fund structures known as interval and tender
offer funds provide intermittent liquidity while offering a
more suitable fund structure for some of these alternative
strategies. And yet, these products also introduce a number
of challenges for asset managers.
In the following report, we discuss both the advantages and
challenges of interval and tender offer funds and present
some tangible recommendations for firms that should
consider these structures or have already done so.
Specifically, we present the following
strategy findings:
• An interval fund, tender offer fund or some other
restricted fund structure is ideally suited for the
following portfolio strategies:
• Event Driven
• Distressed Debt
• Private Equity
• Market Neutral
• But the restricted access benefits of continuously
closed-end funds are not limited to private equity and
hedge fund strategies alone. A number of traditional
long-only strategies have significant exposure to highly
illiquid securities, particularly those debt funds with a
significant allocation to triple-C credits or lower, frontier
debt and the equity of highly leveraged companies.
These strategies include:
• Emerging Market Equity
• Emerging Market Corporate/Sovereign Debt
• High Yield Equity
• Private Real Estate
• Structured Credit
• Finally, with much of the negative press associated with
non-traded REITS, and an unwillingness among many
advisors to invest in business development companies
(BDCs), an interval or tender offer closed-end fund
structure might be a better option for managers seeking
to introduce new and less-liquid real estate or energy
investment strategies.
ANTIDEPRESSANTS
Antidepressants: The smaller bubbles on the far right bottom corner show low-cost generic options that are frequently
prescribed. These are ideal scenarios and represent an opportunity to support this pattern of prescribing for additional patients
who may benefit from these lower- cost generic drugs.
Prescription Count
AverageCostPerRx(USD)
Sertraline HCl
Prescription Count: 3,378
Avg. Cost Per Rx: $4.20
Total Spend: $14,202
Low Cost
High Use
Dots/bubbles = different generic drugs; Size = total spend for the drug
Nancy is a 51-year-old divorced female who
lives in Manhattan, New York. She depends on
her own earnings to support her lifestyle and
works in a fast-paced, corporate environment.
She has growing ailments related to chronic
conditions. Nancy is struggling with rapid
progression of rheumatoid arthritis (RA),
advancing cardiovascular disease, and other
co-morbidities.
Highlights of her healthcare utilization and health
risk include:
• Four different physician specialists: family practice,
rheumatologist, cardiologist, and hematologist
• ER visit every month for the past six months for joint
pain treated by a different practitioner each time;
receives five-day supply of opioid pain medication
until seen by primary care provider (PCP)
• At risk of opioid addiction or abuse
• Poorly managed RA contributing to increased
cardiovascular risk
• Growing sadness and stress over her ability to
continue to support herself and declining health
CURRENT DIAGNOSES ENCOUNTERS MEDICATIONS PROCEDURES
Nancy’s Healthcare Complexity Profile
The Move From Episodic
Care to Health Value
Management
MEET NANCY
Checklist for Choosing a HEDIS®
Vendor
When selecting a HEDIS vendor, team up with a healthcare solutions company that can expand upon the talents and
skills your internal team contributes.
Does your vendor have:
• A high level of exposure and interaction with NCQA?
• Products that have been NCQA-certified for many years?
• In-depth experience working with NCQA auditors?
• Data integrity: a proven track record with timely measure certification?
• Tools and expertise to approach HEDIS management with a broad view of population health management?
• Advanced analytic tools that are easy to use and flexible to meet your specific needs?
• An approach that provides transparency in data analytics so you can develop strategies collaboratively?
How We Can Help
Performing well on HEDIS measurement and your broader
population health goals requires a combination of deep
industry experience, technologies, regulatory insight, and a
wide range of data and analytics that support predictive
Extensive data quality reports and rigorous rate comparison
help increase data integrity and accuracy in measure results.
Supplemental data impact reports help you evaluate the
possible impact of adding supplemental data sources to
administrative data for certain measures. This is designed to
help you evaluate the potential return on investment of
Checklist for Choosing
a HEDIS Vendor
approaches, and other strategies that offer differentiated
returns. We also believe that creates an opportunity for not
only alternative strategies, but also alternative fund structures
that can complement those strategies.
Advisors Take a More Selective Approach in
Their Active Allocations
We expect a growing number of advisors to selectively
complement traditional passive core portfolios with strategic
beta (e.g. factor-based ETFs) products, some active equity
and fixed income strategies, and a steadily growing allocation
to alternative products. A recent study of advisors noted that
83% of their clients have expressed some level of interest in
alternative investments. Further, advisors expect allocations to
alternatives to rise from 10% to 14% of client portfolios within
three years.1
Certainly, that’s not yet the case today, as our data suggests
relatively modest allocations to alternative strategies. Advisor
adoption of alternative investments of all types appears
modest. Based on our research, public real estate and some
liquid alternatives are exceptions, but allocations to even
those asset classes are small among advisors who count
themselves as alternative investors. Most advisor portfolios
have little to no exposure to private debt, private real estate
and limited partnerships. Naturally, assets in the structures
that often best support these strategies are modest as well
and their benefits are little known by the vast majority of
advisors.2
Moreover, those with alternative allocations tend to
invest modestly and generally limit alternative strategies to a
mutual fund or ETF wrapper.
1
"Alternatives in the Mainstream; A potential Growth Opportunity for Advisors,”
http://www.investmentnews.com/article/20170313/FREE/170319981/alternatives-in-the-mainstream-a-growth-opportunity-for-advisers
2
“Advisor Asset Allocation Trends,” DST Advisor Insight (DST Distribution Solutions), in Partnership with Horsesmouth, February 2016
95.7% Mutual Funds
69.1% ETFs (ex Smart beta)
46.0% RE Mutual funds/ETFs
33.6% Liquid alternatives
33.2% Traditional hedge funds
13.1% Smart beta
12.5% Private real estate
8.3% Private equity
Percent of Advisors Using Alternative Investment Structures
Source: DST in partnership with Horsesmouth
www.dsthealth.com
MEDICARE ADVANTAGE AND MACRA:
ARE YOU READY FOR THE ALL-PAYER
COMBINATION OPTION?
White Paper Part 1 of 3
medicare
4
www.dsthealth.com
Complexity in Payment Models in the
Shift to Value
Value-based payment (VBP) programs are shifting the focus
of health plans from strictly managing healthcare (resource-
oriented, fee-for-service contracts) to improving the overall
measurable health status of the member (outcomes-oriented,
value-based risk-bearing contracts). In this era of payment
reform, some key questions Medicare Advantage plan
executives should consider are:
• How can I differentiate between high-value and
low-value care?
• How can I identify and reduce the low-value care?
• How should I view the 20% of healthcare costs that are
not justified by medical evidence and are considered
unnecessary care?3
These broad questions can be generally answered by
implementing value-based care and payment programs.
Nevertheless, specific strategies are needed today to put
VBP into action and achieve success tomorrow. Medicare
Advantage plans should review their current experience with
VBP and their strategic plan for the future, evaluating where the
healthcare industry currently stands and where it is heading in
their markets. This can help determine the optimal timing and
strategic implementation of both near-term and longer-term
VBP approaches.
Today’s healthcare providers are paid for healthcare services
under a variety of models, which are generally categorized into
four groups:
Category 1 – Traditional fee-for-service (FFS)
Category 2 – FFS with links to quality and value
Category 3 – Alternative payment models (APMs) using a
FFS architecture
Category 4 – Population-based payment (PBP)
More advanced purchasing models, such as APMs (Categories
3 and 4), are intended to shift health risk management for
attributed populations to provider groups allowing them to
share in the upside gains or downside losses. Episode Payment
Models (EPMs), also known as bundled payments, and shared
savings through Accountable Care Organizations (ACOs)
are some of the more popular examples. Further advanced
risk-bearing models include PBP arrangements ranging
from condition-specific (for example, Oncology Care Model)
to comprehensive capitation where provider communities
are wholly responsible and accountable for cost and quality
outcomes for attributed patient populations.
The All-Payer Combination Option:
Opportunity for Medicare Advantage
What is the All-Payer Combination Option under
MACRA? Why should Medicare Advantage plans
learn about it?
To understand how a Medicare Advantage plan can contract
strategically in payment reform with providers under MACRA,
one must first understand the criteria for a CMS A-APM, how
providers qualify, and how Medicare Advantage plans can help
providers achieve their volume thresholds through the All-Payer
Combination Option.
For an APM to qualify as a CMS A-APM, it must meet the three
MACRA statutory requirements:
• Providers are using certified electronic health record
technology (CEHRT),
• Entity is using measures that are comparable to the
Merit-based Incentive Payment System (MIPS), and
• The model bears “more than nominal financial risk” or
is part of an expanded Medical Home Model under the
CMS Innovation Center such as the Comprehensive
Primary Care Plus (CPC+) model.
7
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To help answer these questions about your VBP infrastructure,
discuss these details with your population health management
and data analytics teams. This will help you evaluate the
availability of tools and technologies, gauge the level of
experience your teams have with healthcare quality and
efficiency measurement, and identify additional infrastructure
needs to meet your goals. For example, if your goal is to
build a bundled payment for an episode of care such as knee
surgery, then you will need tools and processes to identify
the principal accountable provider who will coordinate care,
establish an agreed-upon budget to cover the cost of services
for all providers contributing to the surgery and post-surgery
rehabilitation, collect and combine data for claims for all of the
episode-of-care services, and deliver a bonus payment if quality
and cost goals are achieved. You can then evaluate if you
need to build or purchase solutions to facilitate new models of
payment that support your goals.
When evaluating new performance measures for VBP contracts,
a physician panel can offer expert advice on your program
design and appropriate clinical quality measures. Pay-for-
performance or PCMH programs can be implemented initially
as small pilot programs with groups of physicians and then
expanded to others after you have had time to evaluate results
and make adjustments where needed to achieve success.
To guide your infrastructure assessment, we defined six distinct
stages of VBP infrastructure development from entry- to
advanced-level stages of formation and operation (see Table 1).
Identifying your health plan VBP infrastructure maturity (stages
1 through 6) can help you chart your design for adopting new
technology and operational strategies to support VBP.
When developing your strategic VBP roadmap, it is best to
identify incremental steps, starting with the least complicated,
straightforward approach to move toward your goal and
accomplish early wins. A timeline to modernize processes and
technology should be defined and appropriate expectations
should be set for moving with your network providers one phase
at a time toward greater and greater VBP. This will develop
positive momentum as you reassess and refresh your goals
along the way.
Best Practice Tip – Development
Identify incremental steps to expand your
infrastructure for VBP, starting with the least
complicated VBP models. This will allow you to move
toward your goal and accomplish early wins while
building your infrastructure to support more complex
payment models.
TECHNOLOGY
DISRUPTION
DEMOGRAPHIC
CHANGES
NAVIGATING THE STORM
1. Position products on core strengths
2. Develop competitive pricing models
3. Align relationship management
resources on key business relationships
4. Deliver a seamless, personalized client
experience based on data and analytics
FEE
PRESSURE
2
www.dsthealth.com
Table of Contents
Introduction ............................................................................................................................................................................................3
About the Use of HR Data for Risk Stratification – Study Highlights...........................................................................................4
Patient Health Risk and the Need to Stratify ....................................................................................................................................4
EHR Variables: Where to Start and How to Expand.........................................................................................................................5
Enhancing Data Quality ........................................................................................................................................................................5
Role of Social Determinants of Health...............................................................................................................................................6
Discovering More Insights ...................................................................................................................................................................6
Conclusion ..............................................................................................................................................................................................6
Conclusion ..............................................................................................................................................................................................7
10
www.dsthealth.com
Payment Reform and APM Adoption
Industry-Wide
With this view into where the CMS is heading with
payment reform, what is happening in the rest of
the industry? CMS programs are undergoing a great
amount of change, so what other trends indicate this
is an opportune time to adopt A-APMs in contracts
with providers?
CMS is facilitating the move to pay for value over volume.
But CMS is not alone. The shift toward VBP is occurring
industrywide. Notably and particularly relevant to Medicare
Advantage plans that are preparing for strategic alignment in
VBP contracts with providers, participation in APMs is on the
rise. The Health Care Payment Learning and Action Network
(HCPLAN) annual health plan survey showed that by the end
of 2016, around 29% of healthcare payments had moved into
APMs or population-based payment.7
An earlier HCPLAN
analysis shed some light on this percentage specifically for
Medicare Advantage plans, estimating 41% of Medicare
Advantage healthcare dollars had moved into APMs such
as population-based payment models.8
Approximately $354.5 billion in national healthcare spending
was paid through APMs in 2016.9
This represents a 6%
increase from 2015 (see Figure 1) and reveals the opportunity
that exists for Medicare Advantage plans today.
FIGURE 1: DOLLARS SHIFTING AWAY
FROM FFS TOWARD APM AND
POPULATION-BASED PAYMENTS
62%
43%
15%
28%
23%
29%
Category 1 Category 2 Categories 3 and 4
Categories 3 and 4:
6 point increase from
2015 to 2016
2015 2016
WHITE PAPERS

14
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sales
analytics
EFFICIENCY
WALLETSHARE™ FOR
RETAIL MUTUAL FUNDS
The next generation of market share service
Detailed report card
of your monthly
industry sales and
market share by
channel, territory,
firm, and office.
Customizable sales
analytics offering
insights into offices
where your funds
have an advantageous
Morningstar ratings
match-up, expense
ratio, and more.
WalletShare’s
Office Opportunity
Model targets
top opportunities
across your market.
Industry-leading
distribution, advisor
insights, and quarterly
market share
research reports.
Access to experienced
consultants providing
insightful strategies
and recommendations.
WalletShare delivers
monthly key sales and
performance indicators
– filled with in-depth
analytics – that can
help you be more
efficient, effective and
targeted in growing your
sales and defending
your assets.
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REVIEW ROTATION
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114 W 47th St
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Merrill Lynch Pierce
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110 W 48th St
New York, NY 10035
Merrill Lynch Pierce
Fenner & Smith
516-521-6460
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200 S 58th St
New York, NY 10035
Raymond James &
Associates, Inc.
516-521-6460
Office Opportunity Select
PremiumAmeriprise Financial
Services Inc
Learn More
www.dsthealth.com
Delivering the Right Care at the Right Time
for the Right Cost
Utilization Management (UM) has grown more complex as
the healthcare industry evolves and prescription costs rise—
leaving many health plans looking for integrated strategies
and tools that can help optimize health outcomes while
managing resources and reducing cost. The challenge is
to balance prescription benefit costs and provide members
with access to affordable, clinically proven medications that
improve health.
Boosting Safety and Savings
DST Pharmacy Solutions offers a full suite of UM strategies
and programs that can help health plans improve member
health and financial outcomes— to make the best use of
pharmacy benefit dollars.
• Medication Adherence
• Prior Authorization (PA)
• Step Therapy
• Quantity Limits
• Opioid Management
Pharmacy Solutions understands the challenges you face
to deliver high-quality care and low-cost prices. We provide
an integrated approach to drug Utilization Management
that can help you manage the complexity of UM and reach
your objectives. Our standard UM edits promote the safe,
appropriate use of drugs through quantity limits, age edits,
gender edits, duplicate therapy, and drug Interactions.
Medication Adherence
The Pharmacy Solutions RxAdherence program helps health
plans find effective and efficient ways to improve member
adherence, achieve better outcomes, and reduce total costs. It
uses proprietary analytics to identify patients at the right time
along the medication lifecycle to affect behavior changes, and
provide you with actionable data and reports to power your
intervention programs.
Pharmacy Solutions measures changes in adherence and
gaps by medical condition at the member and aggregate
levels while calculating cost savings associated with these
respective changes. Outcomes reporting includes the
ability to provide an interactive visualization tool displaying
adherence data by patient segments for future engagement
and interventions.
Prior Authorization
Our Prior Authorization (PA) program offers a comprehensive
enterprise solution designed to help streamline and manage
Prior Authorization workflow. Our customizable approach
supports all channels of PA including fax, phone, and web, as
well as an electronic Prior Authorization (ePA) at point-of-care
for all lines of business.
We offer a self-service solution with clinical support allowing
you to manage your own PA program, or you can implement
our extended-service solution, inclusive of coverage
determination, member and physician communications, and
outcomes reporting.
We strategically work with you to help eliminate manual,
and labor-intensive, processes allowing for improved quality
performance through cost-effective UM.
MANAGE PHARMACY
SPEND AND PROVIDE
BETTER HEALTH OUTCOMES
Utilization Management Solution
Companies that offer best-in-class customer experiences
typically grow faster and more profitably. To reach this level,
insurers must relentlessly improve customer journeys across
channels and business functions. Learn how the insurance
industry is transforming and digitizing their legacy systems
to drive and deliver better customer experiences.
The Problem
The inability to offer omni-channel experiences, slow
response times, incorrectly captured data, or even one poorly
handled claim can easily escalate into a brand-damaging
situation. Identifying what drives customer satisfaction and
translating that into operational performance improvements
requires deep customer insights, solid analytics, and the
ability to deliver seamless, connected customer journeys.
The Solution
AWD®
, our business process and case management
application, is designed to help you orchestrate multiple lines
of business and operating groups within your organization.
AWD Insurance Frameworks are designed to help you
incorporate best practices, support the unique structure of an
insurance organization and can clearly demonstrate how
capabilities, processes, and information fit together.
Time to Market
AWD Insurance Frameworks can help your organization to
accelerate market launches by leveraging integrated, industry
specific business process models. These models span
everything from new business actions (quotes, cancellations,
sales leads) to policy holder inquiries, claims, and even
customer retention initiatives.
Out-of-the Box Industry Frameworks
Our pre-configured frameworks include commonly requested
process flows, work experiences, built-in business rules, and
out-of-the box operational analytics. These frameworks help
you execute more efficiently and accurately, with greater
insight into your people, process, productivity, and quality.
INTELLIGENT
OPERATIONS FOR THE
INSURANCE MARKET
Other Users Have Seen The Results ...
An insurance company realized:
• 100% business growth with minimal staff increases
• 55% decrease in per-transaction processing costs
• 98% reduction in new account setup time
A financial services provider achieved:
• 42% headcount savings across processing teams
by automating 86% of all work items
• 112% increase in daily work items handled with no
additional staff
Learn More
855.348.9674 | dstinfo@dstsystems.com | www.dstsystems.com/retirement
Firms are always looking for ways to proactively market
services to retirement plan participants, improve the customer
experience, reduce processing errors/costs and enhance
asset retention opportunities. DST developed the Call Center
Application (CCA) to help you achieve these goals – and more.
What Is the Call Center Application?
Compiling and merging data – including participant and advisor
information – from multiple sources into one easy-to-use,
complete record, the CCA gives your Call Center representatives
the tools they need to better service your customers and keep
more dollars in-house.
DST will work with you to aggregate participant and advisor data
in various ways, including:
• A direct link from internal recordkeeping systems
• A data feed from multiple recordkeeping sources
Once DST aggregates the data, Call Center representatives can
view all participant records in one secure, centralized location –
making it easy for representatives to consult with participants
regarding their accounts and options. Participant data can
then be used to facilitate IRA rollover discussions and account
openings with participants.
Improve Your Business Model
Easily customizable, DST will work directly with you to develop
an application that will best suit your needs enabling you to:
• Proactively Market Your Rollover Services: As
participants terminate, send information about rollover
services and product offerings to efficiently target market
product and service offerings.
• Eliminate Manual Processes: Use recordkeeping data
stored in the CCA to facilitate paperless IRA account
opening and distribution processes, including the
pre-population of account opening and retirement plan
distribution forms.
• Centralize Reporting: Generate reporting of all key
metrics to monitor efficiency and goal attainment.
• Control Advisor Referral Programs: Store advisor
enrollment information and channel participants to
advisors who match predetermined thresholds.
• Track Participant Elections: Send e-mail confirmations
(when required) and provide audit trails.
And, since the CCA is scalable, you can continuously enhance
your asset retention strategy with minimal changes to the
core technology.
Enhance Your Value Proposition for Targeted
Customers and Advisors
Implement the CCA as part of your asset retention strategy,
and everyone involved in your asset retention initiatives
will benefit:
• Call Center Representatives: Improve efficiencies and
reduce errors. Storing all the information representatives
need in one place makes it easy to serve participants and
initiate the IRA account opening and distribution process.
• Participants: Increase satisfaction. Participants will
spend less time on hold and more time discussing their
options and strategy.
• Advisors: Build advisor loyalty. Provide the infrastructure
for a sophisticated asset retention program; the CCA
can track various account minimum thresholds for
advisors and broker/dealers distributing your retirement
plan products.
CALL CENTER
APPLICATION
Process Transactions in
the Most Efficient Way
RT-SS-CallCenterApplications--030817
© 2016 DST Systems, Inc.
www.dsthealth.com
Health plans typically maintain manual tracking
procedures to manage the appeals and
grievances process. DST’s AWD Appeals and
Grievances module automates case tracking,
routing processes, and reporting by storing and
categorizing all correspondence and delivering
the work to the appropriate resource—utilizing
client-defined rules.
Serving as an integrated and centralized repository, Appeals
and Grievances will process all transactions, regardless of
type—email, letter, fax or electronic documents. Allowing for
the categorizing of each transaction as a grievance, appeal,
or complaint, the issue is then routed to the appropriate
person(s) for resolution. Incorporating triggers and escalation
points throughout the process ensures work is processed
based upon internal policies and procedures and meets
regulatory requirements.
Attachments can be stored within issues, with demographic,
claims, and authorization information retrieved from the
claims system and passed along with the source documents,
increasing the efficiency of the entire process.
DSTHS has also incorporated comprehensive reporting,
including aging information, current inventory, and number
and type of issues by entity. This in-depth reporting
functionality allows you to track and manage issues in real
time, thereby improving customer satisfaction and improving
response times.
Quality, Efficiency, and Compliance
Improvement All in One Place
Managing grievances and appeals processes can pose
many challenges for health plans. The quality and efficiency
of the process has a direct impact on customer service
and compliance, so it has to be done correctly. In most
organizations, this process is time sensitive and paper
intensive, often being executed over multiple levels, all while
adhering to strict government regulations. DST Appeals
and Grievances integrates care management, claims,
and customer service in one solution, making it easier to
effectively manage, address, and resolve issues as they
happen. Appeals and Grievances can streamline processes
within your organization by providing:
• Real-time consolidated intake of issues across
the organization
• Audit compliance
• Real-time access to documents
• Audit trail of receipt, attachments, routing,
users, queues, correspondence produced,
classifications, other
• Reduce cost/need of paper storage
• Quality sampling
• Reporting
• Real-time inventory
• Turnaround times
• Classification types.
AWD APPEALS
AND GRIEVANCES
The efficiency and ease that comes with
subaccounting technology can help advisors
TRADE MORE, AND SELL MORE,
LEADING TO INCREASED EARNINGS.
A company that adopts an omnibus subaccounting platform
IS ABLE TO GIVE ITS ADVISORS ACCESS TO ALL OF
THEIR ACCOUNT ASSETS AND HOLDINGS BOTH WITHIN,
AND OUTSIDE OF, THEIR FIRM’S BROKERAGE PLATFORM.
Advisors also have the ability to move money between
brokerage accounts and 529 plans.
35 % OF ADVISORS
want a reduced amount
of paperwork*
After two years on the DST
Subaccounting platform, a DST
CLIENT SAW AN INCREASE
IN 529 OMNIBUS ACCOUNTS
OF APPROXIMATELY 15%...
30%
...which led to an
INCREASE IN 529
ASSETS OF MORE
THAN 30%!
*Source: Strategic Insight, 529 Distribution Analysis 2015
The material contained in this article, which may be considered advertising, is for general information and reference purposes only and is not intended to provide or be construed as legal, tax,
accounting, investment, financial or other professional advice on any matter, and is not to be used as such. This article is a financial promotion. DST makes no representation as to the accuracy
or completeness of the information provided in this article. DST recommends that professional consultation should be obtained before using any service offered by DST. The views expressed
within this article are those of the contributors only and not those of DST or any of its subsidiaries or affiliates.
DST assumes no liability whatsoever (direct or consequential or any other form of liability) for any action taken in reliance on the information contained in this article, or for resulting from use
of this article, its content, or services. Any unauthorized use of material contained in this article is at the user’s own risk. Reproduction, distribution, republication and retransmission of material
contained in this article is prohibited without the prior consent of DST.
© 2018 DST Systems, Inc. or its subsidiaries
BR-529CollegeSavingsPlanInfographic-030518
77%
of advisors state
they have a need for an
AGGREGATED VIEW
OF ALL CLIENT
ACCOUNTS IN ORDER
TO SELL 529 PLANS*
¹ http://www.sifma.org/issues/savings-and-retirement/senior-investor-protection/overview/
² https://www.metlife.com/assets/cao/mmi/publications/studies/2011/mmi-elder-financial-abuse.pdf
© 2018 DST Systems, Inc. or its subsidiaries
RCI-SVI FraudAlertManagementServicesSalesSheet013118
Regulations
A Growing Issue
It’s estimated that at least 20% of seniors aged 65 and above
have been victims of financial fraud¹, resulting in losses
of more than $2.9 billion annually². Financial exploitation
of senior and vulnerable investors is on the rise as is the
number of adults experiencing reduced cognition. Despite
these trends, some financial institutions do not have targeted
programs in place to help detect and deter the problem, even
though they will soon have an obligation to monitor and report
instances of exploitation.
Effective February 5, 2018, the Securities and Exchange
Commission has approved FINRA’s rule proposal (Regulatory
Notice 17-11) addressing the financial exploitation of seniors
where there is a reasonable belief of financial exploitation
of these investors. The changes involve two key steps for
protecting investors. First, firms will be required to make
reasonable efforts to obtain the name of and contact
information for a trusted contact person for a customer’s
account. Second, firms will be permitted to place a temporary
hold on a disbursement of funds or securities when there is
reasonable suspicion of financial exploitation. While the rule
does not apply to asset managers, the Investment Company
Institute (ICI) is working with the SEC on the future possibility
of placing temporary holds on disbursement of funds.
Helping to Deter Senior
and Vulnerable Investor Fraud
It’s important that you monitor senior accounts and
transactions to be able to more quickly and effectively
address suspected exploitation of seniors. Through our
Senior and Vulnerable Investor (SVI) Fraud Detection services,
we can help you address this growing problem by conducting
daily monitoring and analysis of transactions to detect out-of-
the-ordinary behaviors and actions based on pre-defined tests
and user-selected parameters.
Our tests identify unusual or suspicious activity that could
be the result of financial exploitation and may require further
analysis, including:
• Out-of-sequence check numbers
• Unusual increases in ATM, debit card, or check
writing activity
• Rapid depletion of value
• Withdrawal activity with no recent financial activity
• Account takeover scenarios
• Changes in account or bank registration followed
by withdrawal
By leveraging sophisticated algorithms, our proprietary
technology platform is designed to help minimize the
occurrence of false positives, allowing us to concentrate on
transactions that present the most risk.
Since the early 90s, we have provided surveillance and alert
management services to more than 100 financial services
firms that have outsourced aspects of their anti-money
laundering and fraud detection duties to us. We understand
the unique aspects of investment products and disparate
data sources and can help you detect and deter SVI fraud and
other risks. Our surveillance tools and services are designed
to help you address the growing volumes of fraudulent
attempts and how they relate to changing federal and
state obligations.
SENIOR AND VULNERABLE
INVESTOR FRAUD
Surveillance and Alert Management Services
Learn More
www.dsthealth.com
What is HEDIS?
The Healthcare Effectiveness Data and Information Set
(HEDIS®
) is a comprehensive set of performance measures
that are sponsored and maintained by the National
Committee for Quality Assurance (NCQA). These measures
are designed to ensure that purchasers and consumers
have the information they need to reliably compare the
performance of managed health care organizations. Since its
introduction in 1993 HEDIS has evolved to become the gold
standard in managed care performance measurement.
NCQA Certified HEDIS Measurement
CareAnalyzer provides clients with tools to meet HEDIS
reporting requirements. We participate in the NCQA HEDIS
Measure CertificationSM
and have successfully achieved
certification every year since 2002. Benefits of using a
certified vendor include:
• Reduction of health plan resources required to remain
compliant
• Verifies compliance with HEDIS specifications through
precise, automated testing
• Satisfies the manual source code portion of the HEDIS
Compliance Audit™.
A Fully Integrated Solution
Industry acceptance of the HEDIS methodology, the
transparent nature of the measure calculations, and their
stability over time make it an ideal framework for the
identification of members with manageable gaps in care
and a foundation for on-going quality initiatives. Using
CareAnalyzer, HEDIS measures can be run not only on the
standard calendar year as is required by NCQA, but on any
user-defined analysis period as well. This provides health
plans with a tool to continuously measure, monitor, and
manage HEDIS rates throughout the year as well as to meet
additional offcycle compliance requirements.
CareAnalyzer uses a unique analytic approach that seamlessly
interfaces the HEDIS methodology with The Johns Hopkins
ACG®
System. Understanding of individual member risk
factors and proactive management of members can reduce
risk, improve quality of care, and improve HEDIS scores.
DST CAREANALYZER®
HEDIS®
REPORTING
A Complete Solution for NCQA Certified
HEDIS Measurement
COMPLIANCE
HEDIS®
is a registered trademark of the National Committee for Quality Assurance (NCQA).
NCQA HEDIS Measure CertificationSM
is a service mark of the National Committee of Quality
Assurance (NCQA)
NCQA HEDIS Compliance Audit™ is a trademark of the National Committee for Quality
Assurance (NCQA)
Learn More
212.349.7412 | www.dstsystems.com/sales
Predictive Models helps increase your sales and cross-sell
opportunities by profiling your existing advisors
— and finding new high-quality prospects — customized to
the inputs you want to know most about them:
• Their value to your firm
• Their responsiveness to your sales and marketing efforts
• The products they are likely to buy
With Predictive Models, you can focus your
sales and marketing planning on your top
opportunities, personalize your conversations
online and off, and optimize engagement
and conversion.
“We are pleased with the sales lift that we
observed based on analytics generated.
We are particularly pleased with the level
of service and partnership that we have
experienced throughout the engagement.”
Jeremy O’Shea, Managing Director
Legg Mason Inc.
PREDICTIVE MODELS
FOR MUTUAL FUNDS
Your Top Opportunities
At-a-Glance
© 2017 DST Systems, Inc. or its subsidiaries. DST Systems, Inc. (DST) has provided the information in this Product Sheet for general informational purposes only, has a right to alter it at any time, and does not guarantee its timeliness,
accuracy or completeness. All obligations of DST with respect to its systems and services are described solely in written agreements between DST and its customers. This document does not constitute any express or implied representation
or warranty by DST, or any amendment, interpretation or other modification of any agreement between DST and any party. In no event shall DST or its suppliers be liable for any damages whatsoever including direct, indirect, incidental,
consequential, loss of business profits or special damages, even if DST or its suppliers have been advised of the possibility of such damages.
www.dsthealth.com
An enterprise-wide process
management application designed to
bring healthcare people, processes,
and technology together in a seamless,
flexible processing environment.
Maximize Productivity via Enhanced
Automation
AWD Claims Processing provides the ability to transform your
processes by allowing plans to:
• Automate claims resolution
• Eliminate dependence on paper claims and
inventory reports
• Increase staff productivity through automation
• Improve process efficiency with real-time
monitoring results
• Improve workflow and service quality.
With access to real-time information, AWD Claims Processing
enables management of open claims within a virtual
environment and allows workflow changes
to be made from any approved device at any time. Claims
examiners, customer service departments, provider relations,
and managers can route claims and correspondence to any
or all individuals required for the resolution of a work item.
Claim Workflow
AWD Claims Processing enables users to better manage
claims inventory by monitoring dashboard statistics to
dynamically balance workloads and resolve issues in real
time. With AWD Claims Processing, administrative teams can:
• Utilize streamlined processes that match your
specific workflow
• Support complex business matrices by routing work
based on workflow criteria defined by the health plan
• Define workflow rules and redistribute claim workloads
• Identify inhibitors to claim processing automation
• Enforce examiner accountability
• Transfer claims or issues to route problem items quickly
and with all pertinent information attached
• Assign user-specific identifiers and information, including:
• Unique IDs, locations, and access codes
• Priority codes and areas of expertise
• Security levels for inquiry and update authority
• Processing protocols
• Client-specific workloads.
HSA Savings Calculator
HSA Education and Goal-Based Calculator to Motivate Saving
HSAs are a well-discussed topic among benefit and retirement professionals, but it is still hard for average employees to
understand how HSAs work in terms of their own healthcare costs and retirement aspirations. Many employees don’t know
that HSAs:
• Move with the employee if they
change jobs, health plans, or begin
retirement.
• May be eligible for employer
contributions.
• Are exempt from federal and state
income taxes (in most states).
• Earn interest.
• Are not “use it or lose it.”
The DST HSA calculator uses estimated
future health care cost data to set savings
goals, calculate personalized estimates
of how much people may actually need
to fund healthcare in retirement, and
how much they can afford to invest in an
HSA based on their own unique inputs.
Looking at anticipated healthcare costs
and retirement planning together, with a
concrete, relevant goal in mind, helps get
employees more engaged in their own
planning and saving.
HSA Savings Calculators start with educating employees about HSAs. Then they work through
personalized inputs to illustrate potential balances at retirement with and without HSA enrollment.
SalesConnect™
Updates
A Robotic Process Automation (RPA) Case Study
automation
Background
SalesConnect aggregates retail and retirement recordkeeping
sources daily to provide accurate, complete, and up-to-date
information on distribution parties selling client products.
Collective updates to dealer, branch, and representative
information maintained by SalesConnect are provided to
DST clients. SalesConnect receives update requests via
multiple channels: AWD®
(DST’s business process and case
management solution), email, and network file drop and file
transfer protocol (FTP).
Opportunity
Today, many SalesConnect updates are manual and require
excessive data manipulation to parse the information into the
proper format within an Excel spreadsheet (there are 10 distinct
update types being made). Once formatted, a downstream
processor must use that spreadsheet to obtain the necessary
data to make the updates. This activity is typically performed
weekly and managed across multiple functional teams.
Manually updating this information in SalesConnect can be
time consuming and prone to human error.
RPA Solution
To improve this procedure, we focused on creating two
automated processes that replicated the manual processing
that takes place after the data is formatted and brought
into Excel. This RPA solution replaces two distinct types of
manual updates: representative telephone numbers and
representative email addresses. The process extracts the
updates from the spreadsheet, then utilizes the existing
SalesConnect user interface to determine whether the system
needs to be updated with new information. If the update
is required, the robotic process completes the transaction
automatically. All activity is logged into a secure audit trail and
a workflow can be initiated in the event that a person needs to
resolve an exception condition in the process.
Result
In this case1
, the RPA solution provided the following benefits:
• Reduced the opportunity of erroneous data being sent to our
clients due to manual “cut and paste” errors and resulting in
reputational harm
• Implemented risk avoidance measures by introducing a system
of built-in checks and balances designed to prevent unnecessary
changes by validating data before it is updated
• Worked with the BPO to review their end-to-end process with
SalesConnect and identified several possible areas for future
expansion
Original Publication: February 9, 2018 | Updated: March 29, 2018
DST Systems, Inc. (DST) has provided the information in this Case Study for general informational purposes only, has a right to alter it at any time, and does not guarantee its timeliness,
accuracy or completeness. All obligations of DST with respect to its systems and services are described solely in written agreements between DST and its customers. This document does
not constitute any express or implied representation or warranty by DST, or any amendment, interpretation or other modification of any agreement between DST and any party. DST hereby
disclaims all warranties, either express or implied, including the warranties of merchantability and fitness for a particular purpose. In no event shall DST or its suppliers be liable for any damages
whatsoever including direct, indirect, incidental, consequential, loss of business profits or special damages, even if DST or its suppliers have been advised of the possibility of such damages.
©2018 DST Systems, Inc. All rights reserved. The trademarks and service marks of DST and its affiliates, and those of third parties, used herein are the property of their respective owners.
1
Results from an RPA solution are dependent on a number of situation-specific factors. Different implementations may have different results.
BP-RPA6-SalesConnectUpdates-040218
www.dsthealth.com
AWD®
CUSTOMER
SERVICE
Health plans continually seek solutions to
streamline their disconnected processes to
provide better decision-making. With DST
Health Solutions’ (DSTHS) AWD Customer
Service Application, an integrated customer
service and workflow solution, health plans
optimize productivity, accelerate issue follow-
up, and increase customer satisfaction. Our
comprehensive, automated customer service
application positions health plans in optimizing
information flow, which enables operational
capacity increase, administration simplification,
significant time savings, and ultimately an
enhanced bottom line.
Satisfied Customers
Customers are at the core of a health plan’s business and
the customer service experience is paramount for growth
and success. By implementing an enterprise-wide customer
service Business Process Management (BPM) solution,
a health plan brings members, employers, and providers
together to create a customer-centric environment. With
access to real-time information, representatives can respond
more efficiently and effectively, which ensures a health
plan’s customer service levels are achieved and business
expansion continues.
Case In Point – Claims Customer Journey Transformation
INEFFIC
IENT,COMPLEXCUSTOMEREXPE
RIENCE
THEAGEOFTHECUSTOMER
“Companies that excel
at customer experience
GROW REVENUES
4-8% ABOVE
THE MARKET”
Bain & Co. , The five disciplines of customer experience leaders, 2015
Must speak to multiple
people in various
departments due to
lack of system
transparency
Difficult processes with
little to no on-line
or mobile support
Slow response
times and settlement
experiences
Information
transparency and
tracking for a
clear decision
and communication
path.
Engage your
customers how
they want, when
they want.
Clear, trackable
process leads
to quick customer
support and claims
resolution.
BP-IntelligentOperationsForTheInsuranceMarket-030518
DST Systems, Inc. has provided the information in this for general informational purposes only, has a right to alter it at any time, and does not guarantee its timeliness, accuracy or completeness.
All obligations of DST Systems, Inc. with respect to its systems and services are described solely in written agreements between DST Systems, Inc. and its customers. This document does not
constitute any express or implied representation or warranty by DST Systems, Inc., or any amendment, interpretation or other modification of any agreement between DST Systems, Inc. and any
party. DST Systems, Inc. hereby disclaims all warranties, either express or implied, including the warranties of merchantability and fitness for a particular purpose. In no event shall DST Systems,
Inc., its affiliates, or its suppliers be liable for any damages whatsoever including direct, indirect, incidental, consequential, loss of business profits or special damages, even if DST Systems, Inc.,
its affiliates, or its suppliers have been advised of the possibility of such damages.
©2018 DST Systems, Inc. All rights reserved. The trademarks and service marks of DST Systems, Inc. and its affiliates, and those of third parties, used herein are the property of their
respective owners.
Our Promise – Supporting Content
This powerful yet simple software solution brings together
the following core capabilities:
Work Execution
From complex to straight-through, AWD provides one
platform to manage the different types of work that exist
across your organization.
Monitor and Analyze
Managers receive real-time visibility into productivity and
quality metrics – enabling them to see how departments and
individuals are performing against goals and to help predict
future trends and staffing requirements.
Risk Mitigation and Audit Trail
Managers can customize business rules and establish
priorities and quality metrics to help them support ever
changing compliance standards. All activity is recorded in a
sealed unit and is available for reporting.
Ease of Integration
Easily integrate external data and applications across your
enterprise to deliver exceptional customer service.
Customer Centricity
Engage your customer where they are – at home or on the go.
The integrated communications service helps you connect
with customers personally, conveniently, and securely.
SALES SHEETS

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