Streamlining workflows in a manner that integrates technology is not for the faint of heart. It requires a total attitude shift for everyone. The old way of working--where staff touches a transaction multiple times--is over. The new way of "one and done" is critical to successful agency management. The goal is to create workflows that maximize the capabilities of technology first. If it can be done on the computer, do it there--once. A transaction does not need to be duplicated two and three time "just in case" or "because we've always done it this way."

Agency management systems are rife with under-utilized and under-appreciated features, such as:

• Activity Tracking. Using too many codes makes it impossible to track transactions from beginning to end. In any department, 12 codes should be sufficient. Many agencies get by with 10: proof of insurance, endorsement, cancellation, audit, new business, renewal, marketing/quoting, binding, coverage inquiry, underwriting.
• Submission Tracking. Most management systems have the ability to expand the activity feature to provide tracking for submissions by carrier. Some systems even allow the sender to attach documents such as quotes or declinations. These tracking systems provide valuable information with little or no additional effort.
• Sales and Marketing. Agencies perform account reviews at renewal in the name of customer service with the goal of increasing revenue and eliminating E&O exposures. An incredible amount of time is spent reviewing accounts at renewal looking for gaps in coverage or rounding accounts. This can be accomplished with target marketing campaigns that search the agency database of clients that meet the criteria.
• Direct Bill Commission Download. Technology can take over the process of manually billing direct bill policies. Software can generate commission statements and eliminate most direct bill invoicing.
• Electronic Filing Features. In today's agency offices, there is no need for a traditional client file. While a truly paperless office remains an unrealized dream in most agencies, scanning paperwork and storing it electronically is gaining proponents. All electronic transactions should be stored electronically.

Monitoring activity for a 90-day period can provide valuable information on how effectively a system is being utilized. The test should provide answers in four basic areas:

• Is the data meaningful? Can you determine the number of endorsement transactions recorded, the number of certificates issued? If not, there may be a problem with the activity codes.
• Can you segregate out the marketing/submission/quoting activity codes by carrier? If not, submission tracking may not be implemented.
• Are there CSRs with too few activities? Are CSRs able to do their work without recording the transaction in an activity? If not, this usually means they are working from paper files and not utilizing the timesaving functions available in the system.
• Is the workload evenly distributed among the staff? If not, it may be time to be more creative in distributing work and developing the process role. Once fully developed, tasks handled by the process role can be delegated to a carrier service center (really a carrier processing center) or outsourced.

These are just a few clues to help you assess your current technology implementation. A free comprehensive assessment document, Best Practices Guides for Agency Business Processes and Information Management, is available at http://www.iiaba.net/.

Agency managers who are serious about integrating technology, workflow, and people, reap significant rewards: Capacity is increased as inefficient manual processes are eliminated and replaced with automated efficient workflows; service improves because the right people are doing the right work all the time, resulting in higher retention; E&O exposure is reduced as redundancy is eliminated and automated reviews are put in place; workloads are evenly distributed and monitored, ensuring staffing goals are met; revenue per employee increases as new business production increases without adding additional staff.