The Division of Labor Standards works to assist citizens in their pursuit of economic security by creating a climate where every citizen is knowledgeable of their rights and responsibilities under state and federal labor laws. The Division struggles to provide proactive services and robust customer support as their resources are focused on maintaining the manual, redundant and paper-based processes necessary to perform basic Division functions. A lack of integrated system tools renders additional redundancy and excessive validations a necessity. This workload reduces productivity and poses a challenge to providing the constituents with full and timely support. The Division of Labor Standards needs to align its business processes to move towards a more efficient organization providing more robust customer services and incorporate the newly Department defined transformation strategy.
In an effort to better understand current methodologies and research innovative technologies to meet growing demand, the client required that a business operations analysis be conducted. Primary objectives of the initiative included understanding current operational and business processes, documenting future state needs and requirements, as well as recommending short and long term solutions.
The objective of these recommendations was to provide guidance for aligning business processes and personnel in an efficient manner to provide exceptional service to the client’s customers. Furthermore, the deliverables enabled the client to establish a request for proposal facilitating development of an innovative web-based application that satisfies both current and future requirements and will allow the client to realize the recommendations provided.
The Division of Employment Security which manages the state’s unemployment tax collection, benefits payments, and process administration, was conducting its activities with processes and systems dated over 30 years. After previously unsuccessful attempts at process and organizational transformation, the Division remained in need of a comprehensive plan to document current processes and system redundancies, identify a future state at the macro and micro levels, and identify pragmatic recommendations for execution. The Division needed a roadmap to achieve the comprehensive business transformation that would enable them to adequately service their constituents with an adaptable, modern, and industry-emulated operational environment.
CapTech's industry leading Workers' Compensation practice area has successfully redesigned several jurisdictional processes and organizations and implemented a best-in-class workers' compensation enterprise environment to complete a business modernization initiatie and establish CapTech as the consultancy of choice for workers' compensation business and technology challenges. To further demonstate our thought leadership and top-tier technical capabilities, CapTech's Workers' Compensation Practice wanted to develop Workers' Compensation related intellectual property that satisfied the following:
A robust & reusable framework that will serve as the foundation for full fledged Workers' Compensation System
A demo application that will help potential clients visualize the end-product and understand its benefits
A development accelerator that will help clients by reducing 'time to market' (TTM)
The Defense Logistics Agency (DLA), a component of the Department of Defense, was mandated to take on some of the duties and personnel previously belonging to the military services. DLA faced integrating 1000 new users across 3 different sites into their existing organizational structure. This effort involved modifying the organizational structure to include the new personnel and create job descriptions to merge the new duties and processes into the Agency's existing structure and division of duties.
A State agency commission is
responsible for administering and enforcing workers’ compensation regulations
and adjudicating disputes involving injured workers.
The commission recognized the need to improve service to its
constituents by bringing its legacy information systems into alignment with long-term
commission goals. A primary goal of this
alignment was to receive claims information from insurers electronically rather
than via paper forms. As part of the larger technology program for which
CapTech was hired, electronic data interchange (EDI) was the first and most
important project.
A State agency commission is responsible for administering and
enforcing workers’ compensation regulations and adjudicating disputes involving
injured workers.
The
commission recognized the need to improve service to its constituents by
bringing its legacy information systems into alignment with long-term Commission
goals. A function of this alignment program
was to receive, process, and archive documents from constituents and produce
postal mail notifications to interested parties.
In
the past the commission retained all received and produced documents in their
physical format and processed claims based on these files. Reliance on paper
files slowed commission responsiveness and led to data inaccuracies.
CapTech was hired by the commission for a
larger technology alignment program, which included document archival and
production as a key component.
The Virginia Employment
Commission (VEC) has been maintaining and managing user access to the Wage File
System (WFS) since its inception in the mid 80’s. New regulations, best
practices and standards addressing emerging threats which include identity
theft, have modified the security landscape. The VEC decided to conduct a
security review in order to gain an understanding of the Wage Files System’s
exposure to new security threats and what could be done to remediate any risk
encountered.
The Virginia Lottery recently underwent a strategic planning initiative to refine its organizational mission and vision, as well as prioritize strategic objectives. As a result of this effort, the Virginia Lottery articulated several core values that provide the base for aligning the organization with its goals and vision. Based on this new effort, the Virginia Lottery decided to implement a portal platform as a tactical step to improve its organizational capabilities.
A major government client
was in the process of transitioning their development processes and staff from
legacy environments to a Web based architecture. Existing development processes
were rigid and inflexible, configuration management and change control were
non-existent, an Enterprise Architecture definition approach had not been
defined, tools and technologies had not been selected, and staff was in need of
training.