An overview of Dell Healthcare Services Staffing capabilities and POV. Discover more at Dell.com/healthplans

1. Healthcare Staffing
Services
Dell Healthcare Services
Staffing Services Capability Overview

2. Dell - Internal Use - Confidential
Dell Healthcare Services BPO – Did you know?
Front-end services
Receive more than 17 m
documents annually
96 M+
Claims processed
annually
30+
Payer customers across
various products
11 M +
calls handled annually by
our call centers
Blues experience
Cost reduction by 65%
100% compliance with
Confirmation Timeliness
Eligibility & Enrollment
1.3 M enrollments P.a.
98% of changes
processed within 48
hours
99%
of claims processed
within stipulated
turnaround time
310,000
Items audited
approximately each year
Claims processing Audit services $3.6 billion

3. Dell - Internal Use - Confidential
Dell Healthcare Staffing Services
• Networking database
with over 47,000
payer experienced
resources
• Average available pool
of 500 to 1,000 FTEs
• Dell-badged, fully
screened resources
• Dedicated resource
deployment team
Resources
• Workforce database
of:
− Front-end/Intake
− Claims Processing
− Adjustment
(Rework)
− Issue Resolution
− Audit
• Average tenure of 5 to
10 years
• Skills are validated by
MCAS test and tracked
in database
Skills Match
• Use of travel staff,
work at home, and
Dell service center
resources
• Ability to support
projects on a national
basis
Flexible Delivery
Our services include supporting thousands of projects for claims, customer service, adjustments, audit,
eligibility, and configuration services.
• DIAMOND
• ikaSystems
• Xcelys
• Amisys
• Facets
• ClaimFacts
• Health Trio
• LRSP
• MC400
• RIMS
• Qcare
• QNXT
• In-house Legacy
Systems
Systems Experience

4. Dell - Internal Use - Confidential
Cost-effective solutions for your unique needs
While our staffing solutions focus on addressing immediate needs, the outcomes are sustainable and the results are
measureable.
1
Customer service staffing and
management
2
Front-end processing and data entry
3
Eligibility and enrollment
administration
4
Claims processing and adjustments
5
Pend management
6
Insurance verification
7
User acceptance testing and Certified
Coders
8
Business analysts and Configuration
services
9
Project management
10
Quality assurance claims audit and
consulting services for objective
operational review

5. Dell - Internal Use - Confidential
Our solution approach
Staffing Training Quality
Staffing projections are mutually
agreed upon.
Staffing was adjusted to
accommodate peak FTE projections
based on:
• Reasonable class sizes
• Forward looking staff needs
• Leveragability between
regions
Solution created based on the
following assumptions:
• Onsite for Intake resources
• Work at home for all other
resources
Train-the-trainer approach will be
used for training all teams.
Epiplex tool to capture current
process and procedures will be used
to ensure appropriate knowledge
transfer.
The claims processing training and
ramp-up period consists of the
following:
• Training: 4 weeks
• Ramp up: 3 weeks at each
productivity level (25%, 50%,
75%, and 90%)
Dell proprietary audit tool will be
used for sampling and tracking
quality results.
A comprehensive set of audits to
ensure Kaiser’s payment policies are
adhered to, and claims are
processed in a consistent and
accurate manner. Core audits
include:
• In-line Audit
• High-dollar Audit
• Random Audit
• Ad Hoc-focused Audit
Quality metrics measured:
• Financial Accuracy
• Payment Accuracy
• Procedural Accuracy

6. Dell - Internal Use - Confidential
Delivery location options
We offer 3 different delivery location options. These are Onsite/Home Processing, Domestic Service Center or Global
Service Center.
Onsite/Home
Processing
Domestic Service
Centers
Plano, Texas
Oklahoma City, Oklahoma
Lincoln, Nebraska
Bowling Green, Kentucky
Global Service
Centers
Chennai, India
Coimbatore, India
Manila, Philippines
Delivery
Location
Options

7. Dell - Internal Use - Confidential
Governance Approach
Key components of governance is the structure for communications, meetings, and reporting.
Activity Frequency Attendees Potential Agenda
Operations/Delivery Status Meeting:
 Objective—Promote proactive
response to daily operations of the
customer environment
Weekly  Customer operation
directors
 Dell customer
executive
 Review current performance metrics
 Discuss any production issues and opportunities that occurred during the
previous week
 Discuss potential changes to procedures in support of continuous
improvement
Operations Management Meeting
 Objective—Produce and
communicate a list of action items
and a related schedule for
completion
Monthly  Customer operations
directors
 Dell customer
executive
 Review Dell’s performance over the previous month, including service level
performance
 Discuss issues relating to Dell’s performance of services, operational issues,
end-user issues, and delivery successes
 Discuss the status of projects in progress and any new projects under
customer consideration that may impact Dell
 Discuss any personnel-related issues affecting the relationship or delivery of
services
Executive Committee Governance
Meeting
 Objective—Maintain open dialogue
between Dell and Customer senior
executives
Quarterly  Customer vice
presidents of key
business functions
 Dell customer
executive
 Dell BPO general
manager/ payer COO
 Review Dell’s performance for the previous quarter
 Review major change requests
 Discuss the state of the relationship
 Discuss updated Customer and Dell strategy
 Advise and consult with Customer to develop and recommend solutions for
new and evolving services and business processes

8. Dell - Internal Use - Confidential
Problem resolution
Steering Committee
The steering committee is comprised of customer leaders
responsible for the business operations, business application,
as well as IT management and the Dell engagement leader.
The steering committee meets monthly and has the following
responsibilities:
• Ensures that deliverables are in accordance with the
program
• Provides an executive decision-making forum
• Provides strategic direction
• Manages, prioritizes, and authorizes change
• Serves as an escalation point for both customer and Dell
• Provides a communication channel for customer
satisfaction
Program Management Team
Dell’s problem resolution/conflict management process is designed to facilitate problem tracking
and reporting, ownership and accountability for problem resolution, and escalation when
appropriate.
The project management team is comprised of the customer
project manager, director of organizational readiness and
migration, and the customer and Dell leads. The program
management team meets weekly and has the following
responsibilities:
• Manages the day-to-day operations of the organizational
readiness and migration project
• Documents problems and issues
• Creates and prioritizes action plans; tracks action plan
status
• Assigns owners to action items
• Escalates issues to the steering committee when
necessary

9. Dell - Internal Use - Confidential
Staff Augmentation – An Example of Dell’s Blended
Model of Resource Deployment
• As operational needs changed throughout the project, our flexible model of delivery and support
remained aligned to our customer’s specific needs. The engagement initially began with 25 senior
claims examiners providing processing support on-site at our customer’s offices. As our customer
faced additional operational demands Dell resources were deployed on-site at several other customer
locations.
• Our team was trained to support several operational functions. When space became limited at our
customer’s site, all employees who were meeting or exceeding production and QA expectations
returned to home-based offices to continue to provide support for the customer remotely.
• Addressing space challenges within our customer’s facilities, the duration of the project, and the
costs associated with travel resources, our resource deployment transitioned from on-site to remote-
based (at home and service center) deployments, as the project continued and expanded.
• Under the direction of the customer and Dell team leads, work continued to be distributed effectively
and efficiently. Weekly meetings were held to ensure procedures were being followed and
expectations met.
• Additional training to support new processes (or scope of work) was provided via live meetings for
remote-based resources.
For more than 2 years, Dell
supported a large BCBS
plan through a major system
conversion and consolidation
project. By deploying an
average of more than 200
resources on-site, from
home-based offices, and in
multiple domestic service
centers, Dell became an
extension of our customer’s
operational team.
Accomplishments:
• Handled more than 1.5 million calls and processed more than 2 million claims in Dell Service Centers
• Provided nearly 500,000 working hours of support on-site at our customer’s locations to address claims, customer
service, and other administrative functions

10. Thank you!
Visit Dell.com/HealthPlans to learn more.
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