Dickinson, Beverly Ann Year-End Review - 2018 Manager, Claims - Recovery Organization: Claims Recovery Dir 814 (Jim Folkerts) Manager: Jim Folkerts Location: lowa - Des Moines, 1100 Locust Street Evaluated By: Jim Folkerts ovvor2018 - 12/31/2018 Overall Rating (Required) Manager Overall Input Rating: Successful Results What were your top Results outcomes and opportunities? (Welghted: 80% for Assoclates, 70% for Leaders) Manager Input Assoolate Input Rating: Successful Response; Response; Additional Manager Input People What were your top People outcomes and opportunities? (Weighted: 20% for Associates, 30% for Leaders) Manager Input Assoolate Input Rathng: Successful Response: Response: Additional Manager Input Values/Compliance Did you effectively meet the Values/Compliance expectations? ‘Add comments as appropriate, Manager Input Associate Input Rathng: Yes Response: Response Additonal Manager Input Overall Comments What were your overall performance highlights and opportunities for development?Manager Input Response: Bev had a challenging yet successful year in 2018, She started the year leading the Vendor Team that was outsourcing the UM Uninsured Motorist work to a vendor. Her focus was making the team more effective and efficient in getting this work to the vendor while maintaining service, quality, and engagement on her team. In June, Bev accepted the challenge of leading the newly formed Respondent Axbitration Team, This involved getting all respondent arb's routed to her team and ‘working with a new vendor, CE/ Control Expert, on arbs that involved auto's where we were disputing damages with adverse carriers. As this team evolved throughout the year, they saw workloads increase some 200% which put a lot of pressure on staffing ‘The challenge to Bev and the respondent team in 2019 will be assisting CE with their contentions while looking for efficiencies gains on her team once we get staffing in line with work volume, Strengths: + Shows initiative, and is flexible when approaching new tasks + Listens with an open mind + Thinks outside the box to find the best solution toa particular problem + Development of associates (3 associate promotions) + Recognizes staff for a job well done + Always tries to improve her arena of work + Provides support during periods of organizational change Opportunies + Lwould like to see her find her voice more in group settings + Look for ways to increase quality of contentions while working with vendor Projects + UM automation with vendor + Automated letters + Respondent arbitration workflows/ quality with new material damage vendor Associate Input In 2018, I transitioned from the Vendor Team Manger to the Respondent Arb Team Manager. Below are the performance highlights for each role. ‘Vendor Team Manager (1/1/18 — 6/4/18) Results + Processed an average of 1,865 / month = 23.5% decrease from 2017 + Responded to approx. 2,829 emails - 11% increase over 2017 + Issued approx. 2,376 reimbursement checks - 16% increase over 2017 + UM Recoveries trending towards a 14% increase over 2017 + Eliminated pain points and unnecessary tasks + Cross trained UM associates to better manage workload + Updated closing report process to eliminate unnecessary touches + Assumed additional responsibilities + Provided support to NCS for Harleysville documents + E&S vendor files, + Leveraged technology to automate the NCS referral process to gain greater cofficioncies + Adapted NCS automated referral process to property assignments + Began developing automated referral process for E&S vendors + QA99.15% People Engagement was a significant and ongoing challenge for the Vendor Team with significant reorganization, office closing, staff reductions and leadership changes that impacted team engagement. | recognized this as an area of opportunity and implemented many changes to ensure that ‘our team members feel appreciated and excited to come to work each day.+ Built out dedicated respondent arb team from scratch’ core team + NAMIC ‘Thanks for a great 2018! 2019 will be a challenging year with more change. dentified two informal team leads ~ Bonnie Thompson and Stephanie Shipley - who led the UM Team in my absence; this not only improved morale, but also demonstrated to the whole team my commitment to their development and my trust in their abilities ‘Supported the engagement committee and challenged high performer, ‘Stephanie Shipley to lead the committee. Committee led multiple events such as group lunches, food days, Easter egg coloring, baby photos contest, solar eclipse viewing party, off- campus team outings, and holiday party. We also recognized and celebrate team birthdays, work anniversaries and even personal ‘engagement Encouraged associates to utilize the Bravo program and to recognize each other for going above and beyond so that they are accountable to each other for recognition and engagement ‘The 3 top performers moved to new roles within the company Cross-training of all associate, on all systems improved flexibilty in staffing, production during absences, and associate engagement For my development, | completed Leadership Matters Values Compliance | consistently exhibit behaviors that in alignment with the Nationwide values and demonstrates commitment to protect our members, associates, data and culture through compliance with applicable laws, regulations and ‘company policies, Coordinated with compliance, business. analysts, IT business consultants, and legal to implement automated Nationwide ClaimCenter letters to keep the policyholder more informed and satisfying compliance requirements for California, New Jersey, New York Texas, Utah and Washington State. Project put on hold pending ClaimCenter update. QA 99.15%Respondent Arb Team Manager (6/4/18 — 12/31/18) In 2018, the newly formed Respondent Arb ‘Team faced multiple challenges and despite these challenges, the Team performed well Challenges: + Newly formed team in 4 locations; previously reporting to 4 leaders + 100% increase in new receipts within first 90 days + Adverse vendor (CE) cycle time of 21 days + CE Contention Quality Results + Decreased vendor cycle time to under 10 days + Implemented process to monitor new receipts to ensure proper staffing which identified the need for 3 additional FTE + Completed file reviews to determine types of files assigned to team + 70% liability disputes + 20% damage only disputes + 4% Affirmative Defenses + 6% combination + Vendor Liaison + Attend weekly CE meetings + Maintain current cycle time + Improve arb contentions + Provide feedback + Lean Manager Advisory Council (MAC) member + NAMIC representative + Average Daily Arb Filings 5.42 (#1 of 6 arb teams) + Combined LCR $13,308,396.83 (11 of 6 arb teams) + Assignments 8,513 (#1 of 6 arb teams) + Arbs heard 146 including my 28 (as of ‘September 2018) + Nomissed MODs + QA98.15% People ‘The Respondent Arb Team is a newly formed team comprised of mostly tenured associates located in 4 different locations. To form and maintain a cohesive and highlyAdditional Manager Input engaged team, | digently worked to create a transparent and inclusive environment. + Published new assignment weekly to create a sense of equity. + Provided monthly Scorecards + Encouraged associates to reach out to each other for assistance. + Identified SME{s) and informal leaders + Conducted monthly touch base meetings with associates outside of DsM + Maintained open door policy Values Compliance + consistently exhibit behaviors that in alignment with the Nationwide values and demonstrates commitment to protect our members, associates, data and culture through compliance with applicable laws, regulations and company policies + QA98,15% Opportunities + Continue to monitor and manage workload + Develop quality damage dispute contentions + Empower associates to review and eit contentions within established guidelines + Asking CE for clarification + Providing feedback to CE