1. News in ProcessBPS: 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 Solutions/
Administrative Services, Global
C i t i z e n S e r v ic es , Mi 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.

2. Unlocking the Mystery of
KRA Number 1 -
the Individual Development
Plan
Here 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 de r e d t h o u g h tf u ll 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
SERVICES AND
CALL CENTER
SOLUTIONS:
Wheeling, West
Virginia Lights the
Night
Individual contributors 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 al l s taf 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 ov e m e n t a n d
Coordination.
Wheeling, 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

3. 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
Each 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)

4. The 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
CLAIMS 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 ta bl is h ed, doc um en te 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.

5. NEWS IN PROCESS JUNE 2013
PAGE 5
TAKE CARE OF
YOURSELF!
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/#
It’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
comprised 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
proc es s m anagem en t in
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