WDS determined to redesign its three core business areas: provider services, subscriber services and client services (employers and employer groups) and develop central new technology to enable this business with 600,000 subscribers. Ms. Walker led the redesign with the goal of having the business and technology joined at each step along the way. She provided a redesign methodology and led 3 teams in the redesign of major processes related to the functional areas mentioned above. She collaborated with other consultants to develop and administer a program to help employees manage the cultural/organizational change that comes with operational change.

Ms. Walker was engaged to plan and implement a new work unit and the associated business processes to provide a single point of entry for approximately 46,000 consumers seeking mental health and chemical dependency services. This project involved moving the access points from 2 departments and 11 geographically dispersed clinics to a single geographic location. Ms. Walker led the Directors of the 2 departments through the process of structuring the project. She facilitated the management steering committee and the work redesign team through planning the project, designing the processes for the new work unit and developing the implementation plan. The new access process required call center technology. Ms. Walker led the redesign team through identifying the technology requirements and including the technology acquisition tasks in the implementation plan.

Ms. Walker worked with an executive management team to identify key processes. Together they developed the goal of redesigning the claims payment process. Ms. Walker led a cross-functional team through the process improvement steps. She provided coaching in team building, meeting and facilitation skills, conflict management and facilitation of the change process. Additionally, she led a project to redesign physician information exchange, an inter-company process that extended between Providence Health Plan and the MetLife Network. This was accomplished by facilitating a team using her process improvement methodology. Subsequently, she was asked to join the Conversion Team to work with the project manager to ensure the business process needs were consistent with the capabilities of the new computer system

Ms. Walker performed a strategic assessment of BCWA’s Customer Service Process. This department received several thousand calls per day and was under-utilizing its voice technology. She collected data from customer focus groups, surveyed competitors and other Blue Cross Plans to determine how they were using voice technology and consolidated the information into a requirements document used to work with the voice vendor in revising and updating the voice technology.