Converting paper-based processes for consumers and internal employees is even more difficult for government agencies.
Changing the status quo of “business as usual” is a challenge for any business to undertake. For government organizations, it can be even more challenging. A Texas state agency which regulates the credit industry and educates consumers and creditors, knew it needed to make a big change moving from a paper driven system to an eGovernment solution.
The organization, which has regulatory oversight of more than 16,000 establishments across the state of Texas, was utilizing a paper driven process and had technologies that were specific to certain tasks and not customizable across the board. In addition, many of the technologies they utilized were outdated for the current climate. The result was arduous data entry and extended delays in the application process.
The agency needed a more streamlined approach and needed to explore how and what technologies could be utilized to make it easier for citizens and businesses to more easily do business with the organization. In addition, the organization wanted to achieve internal excellence, create synergy between other state agencies and incorporate innovative processes.
Recognizing this was not a challenge they could face alone, that’s when the agency contacted Y&L.
Y&L consultants were utilized over a two month period providing a detailed assessment of the organization. They focused their work on assessing current business processes and helped with the process of reengineering, identifying, defining and implementing a new technology solution as well as assisting with change management at the organization.
Their work to bring transformation to the government agency from a paper driven process to a eGovernment solution included thorough due diligence that also incorporated numerous stakeholder interviews.
The Y&L consultants were able to deliver schematics of future state business processes and a more current technology solution including the use of new technologies as well a very detailed roadmap of effort, cost and rollout timelines.
As a result of the project Y&L undertook, the state agency was able to keep their more than 70 employees hard at work with the regular business of the organization while the consultants focused their efforts on bringing about significant business transformation.
Overall, the project resulted in positive business change, meeting the intended goals of the organization, while redefining and realigning people, processes and technology.
The agency is anticipated to recoup their investment in the new technology within three years through the significant improvements to their bottom line that results as an effect of this new way of doing business.
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