News in Process BPS: Infusing streamlined, repeatable processes into forward thinking technology solutions

June 2013 | VOLUME 1, ISSUE 1

IN THIS EDITION: Your BPS (pp. 1) The Importance of your

Individual Development Plan (pp.2)

Wheeling, West Virginia Lights the Night (pp.2)

The RDF, a Study in Customer Service Excellence (pp. 3)

ICD-10 Remediation in Balti-more, Maryland (pp. 4)

Excellence in Worldwide Application Processing (pp.5)

Dear Colleagues, Welcome to our first issue of News in Process. Here we bring together the people who create our BPS Of-ferings: Claims/Transaction Process-ing, Shared Services/Contact Centers, Process Solut ions/ Administrative Services, Global C i t i z e n S e r v i c e s , M i s s i o n Performance Support, Service Improvement and Coordination and Solution Management Services. This fiscal year we enter a whole new world with CSC, officially launching Business Process Services (BPS) on April 1, 2013. We are ready to rise from the transformation kicked off a year ago by our new CEO Mike Lawrie in which CSC globally implemented dramatic cost cutting efforts, stabilized and reorganized our business operating model, and established better aligned business units into Industries and Offerings.

From this stabilized platform, one of my priorities for BPS is a clear

communications strategy. To this end, I commit to you my dedication to trans-

parency, collaboration, empowerment

of individuals to make the decisions needed to perform their jobs with excellence, and clearly defined goals and roles. Over the coming months y o u w i l l s e e c o n s i s t e n t communications from me in this pur-suit. I ask you to communicate with your management and your teams in like manner.

With these values in mind, one tool I ask everyone to create this year is an Individual Development Plan (IDP). Take it upon yourself to understand your team’s business goals or Service Level Agreements and CSC’s CLEAR values; pair business goals with personal interests to develop a strat-egy for your work in the coming year.

People are our greatest asset, and a thoughtful, strategic approach to your development is vital to our success. In this first issue of our newsletter, read Courtney Aubrey’s article about IDPs for more guidance here.

One critical key to a successful business process organization is continual process improvement. Think of this, your newsletter, as an opportunity to jump start your collaboration network. Read about our teams and learn what they are doing. Ask yourself if you interact with that team. If not, could you? Is there something you might have in common that sharing might help you both to refine and improve your work? What can you glean from them? What can you offer them?

Welcome to your BPS. Vince Ley, Director, BPS

Y O U R B P S

SPECIAL THANKS to our

contributors: Ashley Chavies, Enrollment Specialist, World Trade Center Health Program for our Newsletter title. Sharon Slade, Project Manager, Contact Centers for photographic and editorial assistance. Casey Cockerham, Project Manager, Service Improvement and Coordination for editorial assistance.

Unlocking the Mystery of KRA Number 1 -

the Individual Development Plan

H ere we are! That time every year where we perform annual employee reviews for non-SCA employees. For many of us, despite our best intentions, these reviews are rushed to meet the deadline, just to ensure corporate compliance. We scramble between client deliverables to get them in on time. And each year we think to ourselves, I need to approach this differently next year.

We think next year I will plan and strategize my own development just like I do for my project. And then, work happens. Deliverable deadlines take precedence as customers beckon. And before we know it, another year has passed and our personal development has not been c o n s i d e r e d t h o u g h t f u l l y o r strategically, and we throw together yet another quick performance appraisal.

But there is no time like the present for a radical change – just as our company is embracing innovation and new approaches, so should we. This exciting shift to innovation and cutting-edge technologies also means the company’s employees are its greatest investment. For the strategic success of BPS and each of our offerings, there is a simple, proactive methodology we can all follow to invest in ourselves and each other. Every employee must engage in a conversation with their manager or supervisor about how they will continue to grow, and how that growth will benefit both the individual and contribute to the BPS mission and bottom line.

Managers who engage with their employees to discuss individual development show they care. This “soft” skill goes a long way to the development of positive team

Courtney Aubrey

environments. On a business

level, taking the time to discuss

our employees’ professional goals

helps ensure that we are best

aligning our talent pool with the

work we have at hand – making

better business sense and also

feeding our employees’ sense of

purpose and contentment in their

work. This is one of the best

ways we have to retain our

employees and grow our

company.

NEWS IN PROCESS JUNE 2013 PAGE 2

Honoring Years of

Service

BPS honors employees

meeting years of service

milestones.

Congratulations on 5 years

with CSC:

Shannon Leonard

Melissa Hamblin

Ashly Sanches

Paul Gates

Morgan Henson

Danielle Lane

Jennifer Russell

Lucinda Toliver

Kristen Marteja

Richard Pattack

Roberto Terrazza

Heather Davis

John Little

Congratulations on 15 years

with CSC:

Kenneth Wearne

We thank everyone for their

dedication and commitment to

excellence!

SHARED SERVI CES AND CALL CENTER SOLUTIONS: Wheeling, West

Virginia Lights the Night

Ind iv idua l con t r ibu to rs and managers who take the time to c o n s i d e r t h e i r i n d i v i d u a l development are taking the time to consider how their talents and skills contribute, as well as how to increase their skills.

To find the CSC template for a CSC Development Plan, go to the BPS C 3 s i t e f o r a l l s t a f f a t h t t p s : / / c 3 . c s c . c o m / g r o u p s /nbsbusiness-process-services. Managers who would like some help in developing an approach to coach-ing their employees through Individual Development Plans may appreciate a 1-hour computer based training module in CSC’s Learning Place, called “Developing Your D i r e c t R e -ports” (mgmt_15_a03_bs_enus).

Investing in our employees is invest-ing in our future. Make the time to invest in yourself by making KRA number one more than just a check box.

Courtney Aubrey is the manager of S e r v i c e I m p r o v e m e n t a n d Coordination.

W heeling, West Virginia houses

one of the Contact Center locations

in the Call Center and Shared Ser-

vices Offering; the team in Wheeling

supports the FBI NICS project.

For the last 3 years, this team has

been raising money and walking to

support the Leukemia and

Lymphoma Society’s annual Light

the Night event – a walk aimed at

Shown from top left: Jason Baker, Todd Miller, Rodney Fincham, James, Runyan, Brian Bachman, Manasha Bradley, Roger Littleberry, Jennifer Moz-

ena, Michael Mozena, Roxanne Roby, Cathy Delu, Janice Gorby, Susan Lewis, Darlene Gump, Jaynee Webster, Kendra Walton, Shaun Gettings, Erin

Miller, Audrey Radeski, Cynthia Miller, Jayleona Gettings, Nicholas Grob, Jamarcus Webster, DeeShawn Gordon, Daesha Gordon. Missing from photo

but also participated in the walk: Lorie Grob, Valerie Fincham, Jude Broski

raising money to help patients in

their area afflicted with leukemia,

lymphoma, myeloma, and

Hodgkin’s disease.

The Wheeling team carries a

golden balloon to honor one of

their former employees, Wanda

Sykes. Wanda is remembered by

team members as a wonderful,

caring woman, who is deeply

missed. “I know we are proud to

walk in her name,” says Service

Delivery Manager, Lorie Grob.

“She will not be forgotten!”

The team began their fundraising

efforts in late January. In a little

more than 2 months, they raised

$1051.12 and had 30 walkers

including CSC employees and

family members.

During each of the last 2 years

CSC participated with 10 walkers.

This year, CSC had the second

l a r g e s t e m p l o y e e t e a m

participating in the event, and in-

creased their own participation by

200%.

NEWS IN PROCESS JUNE 2013 PAGE 3

PROCESS

SOLUTIONS AND ADMINISTRATIVE

SERVICES: The RDF, a Study in

Customer Service and Process Excellence

Gail Troxell

E ach project in the Process Solu-

tions and Administrative Services

Offering are service and transaction

based, process driven projects that

develop and operate finely tuned

processes and procedures that en-

sure excellence in the execution of

their work. One such project is the

Records Digitization Facility (RDF),

located in Williamsburg, KY. The

RDF is a state-of-the-art, secure,

ISO 9001:2008 (International Or-

ganization for Standardization)

certified and National Archives and

record Administration (NARA)-

compliant facility providing services

for shipping and receiving, mailroom

services, document preparation,

s c a n n i n g , i n d e x i n g , f i l e

management, temporary storage,

and distribution of final electronic

document images to United States

Citizenship and Immigration Ser-

vices (USCIS) and Department of

Human Services (DHS) customers.

Digitization of documents against

stringent quality standards aids

these customers in the performance

of their duties. For example, one

Deportation Officer commends the

RDF on the excellence in their work,

which enabled him to prosecute:

“I cannot thank… you enough for all

your phenomenal assistance today.

You went above and beyond to help

me with my case. As a result, and

ONLY as a result of your extraordi-

nary results today, was I able to in-

dict my subject tomorrow for illegal

re-entry. Without this positive finger-

print analysis, we would not have

been able to prosecute. This subject

is a criminal alien with multiple ag-

gravated felony convictions, to in-

clude several convictions for

Congratulations

to our Contact Center CSRs of the Month!

April

Leticia Camarillo (USCIS)

Karen Goley (FBI) Heather Cook (HHS)

Brandon Penney (DOL)

May Ashley Smith (USCIS)

NaQuanta Newton (FBI) Lisa Howard (HHS)

William Marinella (DOL) Stacy Hing (DOL)

T he Claims and Transaction Processes offering under Business Process Services is home to the operational teams that support a variety of projects in the state and federal health care markets. One of our teams is based in Baltimore, Maryland, working to enhance a legacy Medicaid Management Information System (MMIS) to enable transaction processing using International Classification of Disease, 10th edition (ICD-10) code standards by October 1, 2014. ICD-10 implementation in MMIS will ensure CMS mandate compliance for Maryland DHMH.

ICD-10 is a globally recognized set

of codes for hospital and medical

billing. With every edition published

the codes gain specificity. For ex-

ample, an ICD-9 code referencing a

broken hand becomes a reference to

the precise metacarpal bone broken

in the left hand in the ICD-10. This

additional detail improves disease

management, increases accuracy in

billing, more accurate payments,

fewer rejections and ultimately

resulting in better cost management.

CSC’s team is implementing a

remediation capability for the MMIS legacy system to process ICD-10 coded transactions. Remediation involves accepting ICD-10 coded transaction with a service date on or after October 1, 2014, converting the ICD-10 code to ICD-9 code using General Equivalency Mapping (GEM), utilizing ICD-9 code for adjudication and then re-mapping back to ICD-10 code for payment processing and reporting purposes. The mapping back and forth will be invisible to payees, and will meet CMS mandate requirements to process and pay according to ICD-10, without having to reprogram the legacy MMIS system.

With the implementation of this remediation effort in MMIS, almost 11 legacy subsystems including Claims, Preauthorization, Encounter and Provider will be enhanced in order for Maryland DHMH to successfully map and process approximately 69,832 ICD-10 diagnosis codes and 71,920 ICD-10 surgical procedure codes.

NEWS IN PROCESS JUNE 2013 PAGE 4

CLAI MS AND TRANSACTION PROCESSING:

ICD-10 Remediation for the Maryland Department of Health and Mental Hygiene

The ICD-10 team are (left to right): Sudha Kandala, Walt Sawyer, Ramchand Kis-

soon, Jeffrey Yule, Neelima Chandupatla, Jyoti Pericharla, Preeti Pasumarthi,

Rhonda R White, Raina Pinto, Sanjay Adlakha, Ashish Das, Ramesh Muppidi, Sum-

mer Sedlacek, Harry Joseph

domestic violence/restraining or-der violations.”

The RDF is a USCIS Digitization Service Center of Excellence – a commendable honor only reached through continual process im-provement and a strong working relationship with their customer. To meet the exceptionally high quality requirements, the RDF has documented and implemented strict work instructions for 100 different workflow types, and employ a highly skilled and dedi-cated staff to manage the prepara-tion and scanning of documents to achieve 100% legibility and accu-racy. Every single mark on an original document -- the stroke of a pen, a sticky note affixed — must be visible and legible on the archived digitized version.

The RDF offers a technical solution supported with well e s t a b l i s h e d , d o c u m e n t e d processes and procedures that consistently meet and exceed requirements. They run two shifts with 196 employees, and have been ranked exceptional in all categories for the past 3 years by their customer. The team cites their greatest success factors to be working with the customer as a team, strong communication, em-ployee work ethic, and taking own-ership for their project.

Gail Troxell is the Program Manager and Site Manager for the Records Digitization Facility in Williamsburg, Kentucky.

Sanjay Adlakha

Congratulations

to our RDF Employees of the Month!

April

Duane Mays

May

Samantha Collett Sanjay Adlakha is the Project

Manager for the ICD-10 Project in Baltimore, Maryland.

NEWS IN PROCESS JUNE 2013 PAGE 5

T AK E C AR E O F

Y O U R S E L F !

Studies show that health care costs

have increased exponentially due to

our habits of overeating, eating un-

healthy foods, and having a

sedentary lifestyle. If you work

behind a desk all day, chances are

some of these simple tips might be

good reminders:

1. Drink water

2. Stand up while working when

you can

3. Use a printer across the floor

4. Knock on doors - walk to meet

coworkers rather than phone or

email

5. Take the Stairs

6. Use your calendar to remind

yourself to stand up and stretch

7. If you have the flexibility,

suggest a walking meeting

8. Get out for lunch

This information was gathered from

h t t p : / / w w w . f o r b e s . c o m / s i t e s /

jennagoudreau/2012/04/30/stand-up-and

-other-easy-ways-to-lengthen-your-life/#

I t’s something we hear every day

– the world is getting smaller and

smaller. Handheld computing

keeps us connected – quite

literally – to the world. Business is

global. If we can imagine it, it can

become our community and more

and more people every day shift

their place of residence to pursue

their work, family, and life goals.

Of course, with each move across

national borders, there are

applications to fill out and

information to file. And that is

where CSC’s Global Citizen

Services comes into play –

managing visa processing around

the world. Global Citizen Services is

compr ised of a program

management office in Chantilly,

Virginia, and regional staff

supporting 49 countries. In Chantilly are located approxi-

mately 50 people who manage the

shared services support functions

for consular support operations all

over the world. This team

includes IT staff , project

managers, quality and training,

web content managers, translation

services, telephony, developers,

and other Program Management

functions that are required to

manage 9 task orders.

With virtual presence in almost 50

countries around the world CSC

assists the government in tasks

required before visas can be

received by people traveling to the

United States and Canada. In

each of these locations, CSC may

have support staff located at the

Embassy, at a local CSC office,

The natural process of distillation is one in which a liquid is purified by boiling it and condensing its vapors.

In BPS, our aim is to distill

each of our business processes into absolute best practice, thereby delivering

our customers the best value and service.

or working remotely to support

specific client needs.

Regional offices in Argentina, Bra-zil, and Mexico also collect bio-metric data (fingerprints) to allow the high volume U.S. Embassies and Consulates to focus solely on application processing. The Ca-nadian visa team operates appli-cation centers throughout North America, South America, and the Caribbean and works hand in hand with Canadian Embassies to route applications appropriately. BPS’s Global Citizen Services

offering is an exciting business

example of CSC’s global business

reach – utilizing its focus on strong

customer service delivery and

p r o c e s s m a n a g e m e n t i n

application processing around the

world.

We want to hear from you!!

News in Process is YOUR newsletter.

We are looking for:

Employee recognition Employee activities

Project success stories and more!

Please email

Anussio@csc.com with your ideas.

Thank you!

GLOBAL CITIZEN

SERVICES: Excellence in

Worldwide Application Processing