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INSIDE:Q&A with NASCO’s President and CEO, John Ladaga

VOLUME 4 ISSUE 2 2013

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table of contents

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a note from our chairman

a blueprint for greater collaboration

fun in the sun

october 1, 2013

nasco products 101 — part 1

q&a withjohn ladaga

Health insurance payers and Blue Plans in general are facing many pressures and challenges to create increased value for their member and provider communities while providing access to the best possible care at an affordable cost. As we deal with these new pressures and demands, it’s reassuring to know that we have a healthcare partner in NASCO who provides a strong payer solution and consistently delivers the products and services we need to address the changing healthcare landscape and stay ahead of the competition.

I have been impressed by how much NASCO has grown and matured over the last few years in the depth and breadth of the products and services they offer and the market segments they cover. The growth has been phenomenal, leading us to a point where one in five Blue Cross® and Blue Shield® (BCBS) member claims are now processed on the NASCO system. In 2013, NASCO effectively implemented their health insurance exchange solution, expanded their portfolio with a Medicare Advantage offering and positioned themselves to service BCBS members on Jan. 1, 2014, and well beyond.

Under the leadership of John Ladaga, CEO and President, NASCO has made tremendous strides in collaborating with the Blues to help build a better healthcare system for America. With John at the helm, NASCO has grown its enrolled membership by over 75 percent, brought on three new Owner Plans, taken intellectual ownership of both its system and processes, and greatly expanded its talent pool and knowledge base as well as its portfolio of products and services. While reaching these new levels of performance, NASCO has also driven down the total cost of healthcare administration for its Plan customers.

But NASCO is not an organization content to rest on its achievements. NASCO still has plenty to accomplish, and there is progress to be made in collaborating with the Blues in 2014 and beyond. In this issue of The Bridge, you will have an opportunity to learn more about NASCO’s strategy and future direction and the promise that holds for Blue Plans across the nation. I hope that you take the time to read each of the articles and deepen your understanding of and your appreciation for the value that NASCO brings to the Blues.

Joe Hohner Executive Vice President,Health Care ValueBlue Cross Blue Shield of MichiganNASCO Executive Committee Chair

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With the healthcare industry on the brink of major transformation and sweeping regulatory reform, NASCO understands that all health insurance providers are approaching a major crossroads. Changes are taking place in many areas, and these changes present both new opportunities and unprecedented challenges for all Blue Plans.

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NASCO’s 2.0 Strategy includes several refinements to our business processes. Here are just a few of the changes we are rolling out that greatly benefit NASCO Plan customers.

To increase our awareness of the needs of our customers, we’ve realigned our Professional Services group to support more collaboration in identifying Plan-specific issues and then providing best-in-class products and services to address them. This group will help match the right resources on the NASCO side with the identified needs on the Plan side. When NASCO works closely with a Plan, we gain knowledge of what that Plan is doing and are more keenly aware of what obstacles that Plan is facing. This knowledge helps us identify solutions that help our customers meet those challenges and then integrate those solutions into our product roadmaps. When we create more visibility into our roadmaps for the Plans, we enable them to participate in roadmap development. By doing so, NASCO is better able to respond to the Plans’ evolving business.

As another part of our NASCO 2.0 Strategy, we’re also improving our business requirements and work intake process. Once we understand the exact needs of the customer, we will assign the right resources to apply their expertise in fulfilling Plan requests. On the process side, we’re taking steps to make sure we have the right business requirements from the beginning. Understanding the business requirements is critical to achieving more efficient operations and creating products that have the functionality and scalability that our customers need. And when a Plan requests new capabilities for a product or service, we can evaluate that request in terms of the specific business requirements of other Plans. This process will enable more collaboration among our Owner Plans and Par Plans, allowing both more shared services and shared investments.

In order to continue providing the excellent customer service that NASCO is known for, we are also making some refinements to staff structure and operation of the NASCO Customer Service Center (NCSC). To offer an even quicker response to our Plan customers, we have created a new role in the NCSC – the Plan Advocate. The Plan Advocate provides our customers with a point of contact for issue resolution and escalations. They offer direct link to the Operations

New products, services, tools and technologies will be essential for health insurance providers to compete. Automating processes and increasing efficiency will be particularly important.

For instance, with the health insurance exchanges launch in October of 2013 many individuals began seeking insurance for the first time, creating an unprecedented increase in membership demand. Plans need to identify innovative ways to address these new challenges.

In response to these changes in the healthcare marketplace and the new challenges our customers face, NASCO has refined our approach to serving our customers. We call this new approach our 2.0 Strategy. We’re focusing our performance on helping the Blues address these new and complex scenarios. Increasing Plan collaboration – across our entire customer base – driving down total cost of ownership and increasing value is our ultimate goal. By becoming a more complete product-based, shared services company, our value to our Blue Plan customers will increase – significantly.

From a competitive perspective, our 2.0 Strategy will put NASCO even further ahead of those who provide similar services. Our technology and the expertise of our associates already differentiate us from our competitors, but we intend to develop new products that meet our customers’ needs and to get those products out the door more quickly. As part of the new strategy, NASCO is taking significant steps to ensure our customers use our products and services to their greatest benefit. NASCO will provide more expert resources to use our products and services more effectively. The new approach provides greater efficiencies and creates a common language that yields higher levels of integration as we work together with our Blue Plan customers.

Plans also need to act quicker in responding to their members and providers by creating more operational efficiencies and developing new products and services to meet their needs. By creating new products, adopting new tools and scaling operations to meet changing peaks in demand, NASCO will help the Blues accomplish these goals.

side of our company. Our Plan Advocates will work directly with our Plan customers and Client Delivery team to ensure that issues are being managed appropriately and that we deliver a satisfactory resolution to whatever issue a customer faces. These changes will help the NCSC become more nimble and flexible.

Making our products easier to use is vital to our long-term success and growth plans. We’ve identified a number of opportunities to better leverage our capabilities and our expertise to increase the value we’re able to offer with our shared services model. By helping our customers better understand the most beneficial ways to use our system, our people, our products and our capabilities, NASCO can help them better serve their member and provider communities in the new healthcare environment.

PRODUCT MANAGEMENT

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AT THE 2013 NASCO NETWORKCONFERENCE

The 2013 NASCO Network Conference was our largest, and arguably our best, conference to date, and it wasn’t just the sun and the sand that brought folks down to Miami. This year’s conference was jam-packed with valuable content from general sessions on evolving payment models and health insurance exchanges to collaborative breakout sessions on MembersEdge®, Change System Request (CSR) delivery, Plan migrations and benefits — just to name a few.

Plan customers and NASCO partners alike commented on how much they enjoyed the dynamic keynote speakers and how much they benefited from the informative sessions. Most of all, however, they commented that they appreciated the networking and face-to-face conversations they were able to have throughout the week. Of course, being oceanfront didn’t hurt the atmosphere either.

If you missed all the fun this year, don’t worry; we’re planning next year’s conference even as you read this. So, go ahead and mark your calendars for June 16 - 19, 2014, when the 2014 NASCO Conference heads to the Waldorf Astoria in Naples, Fla. We hope to see you there!

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The 2013 NASCO Network Conference was our largest, and arguably our best, conference to date, and it wasn’t just the sun and the sand that brought folks down

jam-packed with valuable content from jam-packed with valuable content from general sessions on evolving payment models and health insurance exchanges

, Change System Request , Change System Request , Change System Request (CSR) delivery, Plan migrations and benefits (CSR) delivery, Plan migrations and benefits

dynamic keynote speakers and how much they benefited from the informative sessions. Most

oceanfront didn’t hurt the atmosphere either.

If you missed all the fun this year, don’t worry;

as you read this. So, go ahead and mark your

(CSR) delivery, Plan migrations and benefits

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PRESIDENT AND CEO, NASCO

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PRESIDENT AND CEO, NASCOPRESIDENT AND CEO, NASCOPRESIDENT AND CEO, NASCOPRESIDENT AND CEO, NASCOPRESIDENT AND CEO, NASCOPRESIDENT AND CEO, NASCOPRESIDENT AND CEO, NASCOPRESIDENT AND CEO, NASCOPRESIDENT AND CEO, NASCOPRESIDENT AND CEO, NASCOPRESIDENT AND CEO, NASCOPRESIDENT AND CEO, NASCOPRESIDENT AND CEO, NASCOPRESIDENT AND CEO, NASCOPRESIDENT AND CEO, NASCOPRESIDENT AND CEO, NASCOPRESIDENT AND CEO, NASCOPRESIDENT AND CEO, NASCOPRESIDENT AND CEO, NASCOPRESIDENT AND CEO, NASCOPRESIDENT AND CEO, NASCOPRESIDENT AND CEO, NASCOPRESIDENT AND CEO, NASCOPRESIDENT AND CEO, NASCOPRESIDENT AND CEO, NASCOPRESIDENT AND CEO, NASCOPRESIDENT AND CEO, NASCOPRESIDENT AND CEO, NASCOPRESIDENT AND CEO, NASCOPRESIDENT AND CEO, NASCOPRESIDENT AND CEO, NASCOPRESIDENT AND CEO, NASCOPRESIDENT AND CEO, NASCOPRESIDENT AND CEO, NASCOPRESIDENT AND CEO, NASCOPRESIDENT AND CEO, NASCOPRESIDENT AND CEO, NASCOPRESIDENT AND CEO, NASCOPRESIDENT AND CEO, NASCOPRESIDENT AND CEO, NASCOPRESIDENT AND CEO, NASCOPRESIDENT AND CEO, NASCO

JOHN LADAGAThe Q&A section of The Bridge has typically profiled Blue Cross and Blue Shield Plan executives by asking them to respond to questions on a variety of strategic topics. Considering the strategic changes underway at NASCO, we thought this issue offered a great and timely opportunity to ask a few questions of NASCO’s President and CEO, John Ladaga, and share his perspective and insights with you.

The Bridge: NASCO has taken on a more defined product segmentation strategy in order to increase our overall effectiveness with our Blue Plan customers. Can you describe this product strategy and how it will benefit our customers?

John: Yes, we are on a quest to be the best product-based services company for the Blues. We have a comprehensive product segmentation strategy that is based on our customers’ business processes. As a result of our product segmentation work, we have defined four product families: Claims Processing, Membership and Billing, Benefits Management, Servicing and Data Access. We also have a Professional Services division offering a wide variety of services.

Our product segmentation strategy is fundamental to bringing increased value to our shared services. By focusing on our customers’ business processes and aligning product capabilities to the processes, we will have clearer product direction and value propositions. We will produce and maintain product roadmaps that are complete with capital forecasts (for both NASCO and Plan shared investment opportunities), so our customers can plan ahead. By hosting market-focused summits, we will harness market intelligence from our customers to help drive our product roadmaps. Our product managers guide the entire lifecycle of our products, from ideation through product and Plan performance. NASCO’s customers will be the winners at the end of the day because NASCO will have the solutions needed to fuel their business. And when our customers win, NASCO wins!

The Bridge: In regard to October 2013, are you nervous, excited? Can you talk about our preparedness for the Affordable Care Act (ACA) and health insurance exchanges?

John: I am more excited than nervous. I am delighted that NASCO has the opportunity to play a major role with exchanges for some of our customers. I would be a lot more nervous if NASCO was sitting idly on the sidelines and not in the game. We have prepared very well for the exchanges and we have done everything we can think of to ensure our customers are successful. I worry a bit about what I cannot control, and that is “will the states and federal government be ready?” But I don’t spend too much time worrying about what we cannot control — that is why we work on contingency plans.

The Bridge: What are the top one or two challenges you see for NASCO and our customers after October 2013?

John: I can group the top two challenges after October 2013 into two buckets: administrative burden and economics.

The sheer administrative burden associated with the number of new individual contracts linked to the health insurance exchanges will likely be greater than any administrative load for a comparable amount of existing business. When you combine the complexities of new offerings with emerging government regulations with some consumers who may be acquiring healthcare insurance for the first time, well, that makes for a perfect “administrative storm.” We have the opportunity to deflect some of that heavy weather by helping automate the administrative processes for our customers.

And then the second challenge involves the economics dimension of the ACA. Will our customers be able to make money with exchanges? How will the exchanges impact their other lines of business? Will large and small groups migrate to public or private exchanges? Regardless of the answers to these questions, NASCO must continue to help our customers automate administrative processes more effectively and efficiently to ensure their ability to operate profitably in the new markets. We must continue to help drive down the total cost of healthcare across all market segments.

The Bridge: The healthcare marketplace and how consumers select and purchase healthcare insurance, as well as the needs of our Blue Plan customers, have evolved significantly. How has this evolution changed NASCO’s focus and strategy?

John: Consumerism has finally penetrated healthcare in a big way. Just like other industries that have undergone a consumer revolution, healthcare has realized that information is power, and consumers want more power.

Because individuals have more at stake in the purchasing process of healthcare either through exchanges or through plan designs (like high deductible health plans), they demand access to more information to make intelligent decisions. So our system modernization strategy has adapted to this need for information. We have been focused on opening up our products so that it is easier for our

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Plan customers to get the data they need to satisfy the growing appetite their customers have for more information.

The Bridge: Let’s turn to emerging capabilities and services that will provide more value to our Plan customers. What’s in the works for 2014 and beyond that you see as significant game changers?

John: We see four major market themes that are influencing our product strategy: (1) winning through consumer engagement, (2) capitalizing on exchanges, (3) sustaining the core business, and (4) embracing payment innovation and healthcare value.

We could go on all day talking about any one of the four themes, but there are some common elements to them all. They all have “data” at the center of the solution, and they all require flexibility in configuration.

Flexibility in configuration is key because these themes are somewhat fluid and will continue to mature. For example, a couple of the hottest buzzwords in the industry right now are “value-based benefits” and “referenced-based benefits/pricing.” Each of our Plans has a slightly different view on how to deliver the capability, and our job is to look for what’s common and leverage a single solution (with the appropriate data model and system configuration) that has the flexibility to meet each individual Plan’s needs.

So we have many new capabilities looming on the horizon, but rather than getting into any specifics, I would say the focus is on the connection points at which benefits – pricing – provider all connect, with the consumer sitting at the center.

The Bridge: NASCO has experienced tremendous growth over the last four years. Do you see this growth slowing down? And how has this growth benefited our Plan customers?

John: Measured by enrolled members on the NPS, NASCO’s business has grown by over 75 percent since 2009. That is phenomenal growth by any standard.

Our delivery team has done a fantastic job continuing to scale our solutions for this growth and for our anticipated growth. I don’t believe we will continue to grow by 75 percent over the next four years off of a base of nearly 16 million members in 2013. I believe our membership growth over the next three to four

years will be more like 25 percent, and that’s nothing to be ashamed of!

And we’ll continue to grow in other ways. We will continue to expand our footprint in regards to the products and services we offer our customers. We will continue to expand the role we play in helping our customers achieve success in their markets.

The Bridge: Looking back at your career at NASCO, having stepped into the company almost seven years ago, do you feel that you’ve achieved the goals that you set out for NASCO? Are we where you want us to be?

John: I have always set lofty, yet achievable, goals for myself and for my teams. I believe every organization needs to have lofty goals to strive to achieve; the goals serve as the rallying cry for organizations. The goals also help define a bigger purpose for the organization; it is too easy to get lost in the day-to-day business if you don’t have something to strive to achieve as a team.

You might recall some of our early big goals: (1) achieving a 4.0 out of 5.0 on customer satisfaction (My belief has always been that if you satisfy your customers, and you have a sound business plan, the rest will fall into place.); (2) successfully completing the Michigan Operating System migration, and thereby having a reference for our “total solution”; (3) adding another owner to NASCO to expand the ownership from three Plans to four (We actually added three new owners, CareFirst BlueCross BlueShield, Blue Cross and Blue Shield of Massachusetts and Blue Cross and Blue Shield of Minnesota.); (4) taking control of our own intellectual property; and (5) growing membership on NASCO to 10 million enrolled members (accomplished in 2011) and processing 200 million claims in one calendar year (accomplished in 2012).

So I answer the first question with an emphatic “YES”; we have achieved the goals I set out. However, we never sit still, and I have more lofty goals for us to achieve. We want to be the best product-based shared services company for the Blues; we want to have a total market solution (which means an answer for Medicaid); we want optimized business and delivery processes; and we want six delighted customers (and possibly a few more). [Editor’s note: John offered a big smile when he said this.]

But back to the second part of your question — are we where I want us to be? To that, I have to say “No.”

We need to achieve the next list of lofty goals I just mentioned!

The Bridge: NASCO has made a tremendous amount of progress in growing and maturing our support for government programs. What are some of the drivers of this growth? What are some of the milestones and accomplishments you are particularly proud of?

John: There are two primary drivers that I see as responsible for our success and growth with government programs; leadership and vision.

Regarding leadership, our hiring of Dave Bryan, Vice President of Government Services, gave us the perfect person at the perfect time. Dave’s vast experience working with government programs from both strategy and delivery perspectives was essential to starting up our new division. Dave was able to handpick his team of government business segment liaisons to round out the leadership team.

To create our vision, our government team then focused on establishing relationships with our customers and developed an executive government governance panel that included key members from each of our Plan owners. Together the NASCO team and the governance panel worked on crafting a shared vision for what NASCO would accomplish in the government space.

As for milestones and accomplishments, what stands out above many accomplishments is the work we’ve done with health insurance exchanges in response to the ACA and the work we’ve done to take on Medicare Advantage as our latest market segment on NASCO. The team did a fantastic job identifying business requirements by working with the three primary Plans that are placing their exchange business on NASCO (BCBSM, Horizon and BCBSMN). We adopted several techniques to gather more comprehensive business requirements, and these techniques have become the cornerstone of our NASCO 2.0 Business Requirements process.

And then there is the terrific accomplishment by the team to design and deliver our Medicare Advantage solution for not just one but two Plan customers — Horizon and Blue Cross and Blue Shield of Massachusetts. Medicare Advantage is a great example of our ability to align our product strategy with a market segment focus to yield an efficient shared service solution for our Plan customers.

OCT. 1, 2013, was a date that many Americans will remember for quite some time. It was the day that the health insurance exchange marketplace opened for business, despite a legislative battle to defund the Affordable Care Act and an unfortunate government shutdown. Although the health insurance exchange regulations are not yet finalized and many questions remain unanswered, NASCO met a major milestone on Oct. 1 by ensuring that MembersEdge®, our membership and billing solution, was coded, tested and ready to receive enrollment data from three of our Owner Plans – Blue Cross Blue Shield of Michigan, Horizon Healthcare Services, Inc., and Blue Cross and Blue Shield of Minnesota – for day one of open enrollment.

As with any project of this size and complexity, we have faced many challenges, and we still have more work ahead of us to complete the final 2013 major milestone of ensuring the NPS is ready to process claims for this new population of exchange enrollees starting Jan. 1, 2014. But NASCO has built a dynamic and flexible solution and, as more regulations are finalized, we are prepared to make adjustments and improvements.

What is most important to remember about Oct. 1, 2013, is that millions of Americans gained access to high quality, affordable healthcare coverage, and through a truly collaborative work effort, NASCO and our Owner Plans were ready for this new line of business!

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We all know that the healthcare market has been changing more rapidly than any of us have been accustomed to. And we’ve all been working diligently, together, on ensuring that we are keeping up with that pace. In my own my efforts to keep up with the pace of change, I lost insight into all of the products NASCO is delivering for the benefit of our customers. So, I made it my mission to learn more, and I must say, it’s a pretty impressive list. It is such an impressive list, in fact, that I’m not able to publish it in its entirety in this single publication, so I’ve decided to create a five-part series that will be featured in The Bridge and in our electronic publication, What’s New at NASCO.

AN INTRODUCTION TO NASCO PRODUCT FAMILIES

— ANDREA WHITLOW, MARKETING AND COMMUNICATIONS SPECIALIST, NASCO

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ver the past few years, NASCO’s teams have worked assiduously to develop a myriad of new products, improved functionality and sharable services that will help us achieve our mission: Helping the Blues build a better healthcare system for America. We are evolving the way we operate, and this transformation is setting the stage for improved pricing for our Plan customers.

NASCO’s ultimate goal is to improve the value we bring to the Blues by becoming a more complete product-based, shared services company. We are focused on offering effective and efficient shared services based on the strategic priorities of the Blues, and we are committed to continuing these efforts through continued NASCO capital investments and Plan shared investments.

To ensure that we are properly aligned for success, we have created four product families, each of which includes numerous products and applications:

• Claims Processing• Membership and Billing• Benefits Management• Servicing and Data Access

The following paragraphs describe some of NASCO’s current activities for each of these product families. Upcoming parts of the series will provide more detailed descriptions of each family.

CLAIMS PROCESSING For the Claims Processing family, NASCO has invested in many enhancements to the NPS to meet government and Blue Cross and Blue Shield Association (BCBSA) mandates, including mandates related to ICD-10 and health insurance exchanges, and we are currently developing a product domain roadmap and capability model. The product roadmap will map short-term and long-term customer goals to specific projects to accomplish those goals and will help NASCO and our Plan customers reach a consensus about a set of business needs and the technologies required to meet those needs. The product capability model will provide NASCO with the ability to effectively articulate and manage the Claims product by aligning it to the business capabilities and value it offers our customers. Similar to the MembersEdge® roadmap, which has been incredibly successful in providing a mechanism to help forecast capability and technology developments, the Claims roadmap will provide a framework to help plan and coordinate developments within the Claims product domain.

MEMBERSHIP AND BILLINGIn the Membership and Billing family, NASCO’s MembersEdge product team and our health insurance exchange (HIX) program team have been working diligently to prepare us for the government-mandated enrollment date. We successfully completed the development and testing of all of the products and services needed to meet the HIX opening enrollment date of Oct. 1, 2013, and we will be ready for servicing members on Jan. 1, 2014.

In addition to investing in changes related to HIX, NASCO is investing in comprehensive enhancements to both the Membership and Billing system areas within MembersEdge to support the changes required to meet CMS and Plan Medicare Advantage requirements.

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NASCO remains committed to its MembersEdge product roadmap and continues to collaborate with our Plan customers on product enhancements to support their needs. These changes address capabilities Plans need to support migrations, to improve operational efficiencies and to enable new product offerings.

BENEFITS MANAGEMENT The Benefits Management product family includes a suite of tools developed to automate and increase the ease of managing, coding, reusing, testing and sharing benefit information.

Earlier this year, NASCO developed Version 1.0 of our Benefits product and services roadmap, which, much like the roadmaps being developed for all of NASCO’s product families, will help us better align our Benefits products and services with the needs of our customers and will increase the business value we can provide.

NASCO also partnered with CareFirst BlueCross BlueShield (CareFirst) this year to migrate 16 pilot PPO groups to BeneFACT. CareFirst will be using the data in BeneFACT to feed the NPS for Claims Processing, BlueExchange, Accumulations, Online Benefit Narrative and CareFirst Portal systems. The implementation is scheduled to go live in November.

SERVICING AND DATA ACCESSThe Servicing and Data Access product family includes our Accumulation solution, the BlueExchange product, our new Pega-based customer servicing solution, our enhanced ancillary vendor (EAV) capabilities and our integrated services capabilities.

The NASCO Accumulation Solution, designed to replace or complement the current Deductible Maximum (NPS Ded/Max) functionality found in customer servicing applications, summarizes calculated benefit amounts from finalized claims following the same coding methods used for claims processing. This solution, initially implemented in late 2012, is now available for all NASCO Plan customers.

NASCO has successfully worked with our Plan customers to meet all recent BCBSA, state and federal mandates, as well as Plan-specific requirements for BlueExchange. Stability and quality are major focal

points for continuous improvement, and we will continue to help Plan customers meet their requirements as well as improve performance metrics.

NASCO’s third generation servicing platform, set to begin implementation in January 2014, will provide a common customer service framework that can be readily reused and customized by NASCO and our Plan customers. This new product will be built on top of Pega’s Customer Process Manager Healthcare framework, which delivers industry-leading call center and healthcare best practices.

NASCO’s EAV solution allows Plans to integrate disparate third-party vendors with NASCO for commingled accumulations. The solution will be expanded in 2014 and 2015 to support new healthcare reform mandates, which require commingled accumulations for particular benefit designs.

Now more than ever, Plans want to extend NASCO’s product capabilities and associated information to other channels such as portals, customer servicing solutions and mobile applications. The NASCO Integrated Services team has been working on two major releases this year. The first release is the extension of several MembersEdge capabilities through Web services to support the HIX open enrollment. The second release supports WellPoint’s Consumer Experience Desktop (CED) solution. By the end of the year, NASCO will have delivered 50 new service operations, which is impressive growth for an area that started the year with no service operations. NASCO is doing an incredible amount of work to help our Plan customers win in an increasingly competitive consumer-driven market, and we are continuing to improve our operational structure and processes to ensure that we are increasing the value we provide. We also want to ensure that we keep you up to date on all of the changes we are making, so be on the lookout for Part 2 of NASCO Products 101 in an upcoming issue of What’s New at NASCO. In the next part of the series, we will delve into the Claims Processing product family to help you better understand what products make up this family, how NASCO is investing in this space and what the future of this product family looks like.

contributorsLinda Leigh Brock, NASCO

Duane Campbell, NASCOVirginia Daniel, NASCODerek Dantzler, NASCOLeslie Dickens, NASCO

Craig Fagin, NASCOJoe Hohner, BCBSM

Carson Hornsby, NASCOJohn Ladaga, NASCO

Marlene Larkin, NASCOMike Malec, NASCO Bob Meier, NASCO

Chip Nixon, NASCORebecca Roberts, NASCO

Tom Russell, NASCOAndrea Whitlow, NASCO

©COPYRIGHT 2013 NASCO

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