Overly invasive business processes and outdated technologies led to an expensive and highly litigious State workers’ compensation system, long criticized for a high level of State involvement in individual claims and poor claims performance.  The managing State agency engaged NYSTEC to assist with developing a Request for Proposal (RFP) for an outside contractor to review the agency’s existing business processes, aging core technologies, and internal and external interactions.  The contractor hired from this RFP would conduct a large-scale Business Process Reengineering (BPR) exercise resulting in detailed documentation with recommendations for a transformational process and system changes, including an envisioned claims-handling environment.  The contractor would also outline a plan to implement process and system changes addressing business, operational, and service requirements.

For this business transformation project, NYSTEC employed three phases of our in-house process for project management in planning the solution: Project Planning, Requirements Definition, and Solicitation Development. The first phase laid the groundwork for the project and ensured that all project stakeholders had a shared understanding relative to project activities, deliverables, and desired outcomes. For the second phase, NYSTEC used a combination of reviews, interviews, and group workshops to collect and document the requirements for the RFP. In the third phase, NYSTEC worked closely with the agency to leverage results from a previously issued Request for Information (RFI) to develop the RFP.  This phase also included helping establish a formal RFP review/update team, consisting of a mix of participants with skills appropriate to assess the major elements of the procurement, including agency management and contracts personnel.

The Business Process Reengineering RFP was released in 2012.  The agency chose a major financial advisory firm specializing in audits, consulting, financial advisory, risk management, taxation, and related services to conduct the BPR review. The first phase of the transformation project began just over a year later and an ongoing compliance review to monitor consistent business processes continues to this day.