Civilian Agencies

Client:     Department of Justice (DOJ) – (Sub-Contractor to Accenture)
Project:  Consolidated Debt Collection System
Period:   2007 – Current
NAICS:    541511, 541512
Value:     $406,000

The Consolidated Debt Collection

The program delivers an integrated debt collection system to DOJ and all of its component organizations, including the U.S. Attorneys Offices and the department’s tax and litigation divisions and offices of the CFO and CIO. The system provides operations and maintenance that consolidates multiple legacy collection systems into a single integrated system. The system will enable the Justice Department – the U.S. federal government’s collector of last resort – to improve communications and reporting, provide better financial controls, and enhance data integrity.

ICS provides Computer Systems Design and Custom Computer Programming Services to support the contract.

Client:     Internal Revenue Service (IRS) – (Sub-Contractor to Accenture)
Project:  Managed Web Portal services
Period:   2011 – 2013
NAICS:    541511, 541512
Value:     $500,000

This program provides a new IRS Web environment and associated managed services to replace the current IRS Web environment including IRS.gov, Registered User Portal, and Employee User Portal. The IRS intends to leverage industry leading practices and innovations to improve the IRS Web environment’s efficiency, effectiveness, quality, and process maturity while satisfying growing demands for secure, reliable, timely, and customer-centric Web solutions.

ICS provides Computer Systems Design and Custom Computer Programming Services to support the contract.

Client:     Department of Homeland Security- (Sub-Contractor to Accenture)
Project:  US Visit Program
Period:   2004 – 2014
NAICS:    541511, 541512, 541513, 541611, 541612
Value:     $11,226,995

The US-VISIT Program faces IT challenges that extend beyond the customary technical issues found in most IT modernization programs. Central among these is the need to integrate and/or provide interoperability across multiple systems inside and outside of DHS. Many of these systems have separate owners and support mission needs independent of the US-VISIT Program. A second IT challenge is the need to improve information sharing between entities that need US-VISIT data, even while many of these entities operate under policies that restrict information sharing. Third, the Program must adapt to a rapidly changing technical environment. For example, it must optimize the use of a changing biometric marketplace against performance, cost, accuracy, and usability. Finally, the Program must transition from the current legacy systems to the US VISIT solution while supporting stringent performance requirements and minimizing facility modifications.

ICS provides Subject Matter Experts, IT, Administrative and General Management Personnel at all levels of the program.

Client:     IRS – Department of Treasury – (Sub-Contractor to Accenture)
Project:  Total Information Processing Support Services-3 (TIPSS-3)
Period:   2005 – 2009
NAICS:    541511, 541512, 518210
Value:     $1,503,513

The Total Information Processing Support Services-3 (TIPSS3) project provided information processing support services for the Department of the Treasury (DOT), Internal Revenue Service (IRS), Treasury Bureau, and other federal agencies. It supported IRS tax systems. It provided technical support and a full range of information processing support services. ICS provided information system services including development, training and quality assurance. We furnished strategic business services including modernization of legacy paper based systems. We implemented special computer and human interfaces to provide equal access to persons with disabilities.
ICS implemented system security services enhancing the security of data in databases and in transmission. We developed contingency plans for system failures and recovery procedures. We conducted risk analysis and recommended and implemented corrective actions.

Client:     US Department of Education – (Sub-Contractor to Accenture)
Project:  Student Financial Assistance Modernization
Period:   2000 – 2007
NAICS:    541611, 541612, 561320
Value:     $2,096,500

The U.S. Department of Education’s Office of Student Financial Assistance Programs (SFA) is responsible for managing and administering student financial assistance programs authorized under Title IV of the Higher Education Act of 1965. SFA administers more than $42 billion in student aid each year through a variety of programs, including direct loans, subsidized loans through private lenders, grants and work-study aid.

To run the various loan and grant programs, SFA has created 11 different systems with multiple contractors administering them. Frustrated by failed attempts to get the agency to reduce administrative headaches and improve delivery systems, colleges and universities convinced Congress in 1998 to transform SFA into the government’s first Performance Based Organization (PBO). The PBO designation gave SFA certain freedom from federal procurement and personnel restrictions in return for performance improvements in the Agency. To achieve the overall standards of performance and satisfy the intent of the PBO legislation, SFA is overhauling its information systems and undertaking a large scale transformation.

In the fall of 1999, SFA named Accenture LLP as its modernization partner. As an Accenture business partner, ICS is supporting Accenture’s role in helping to transform SFA by bringing commercial practices for functions such as loan organization, loan servicing and collections to the Agency.

To support this effort, ICS supplies the services of high-level subject matter experts who are assigned to the project for only the length of time necessary to accomplish a specific configuration, integration, quality review or programming task. This approach provides the project with the level of expertise needed at the precise time and saves the cost of maintaining this level of technical competence for extended periods of time.

Client:     Department of Commerce – (Sub-Contractor to Accenture)
Project:   Various IT and Administrative and Program Management Projects
Period:    2000 - 2005
NAICS:     541511, 541512, 541990
Value:      $1,042,160

ICS performed various IT, Administrative and Program Management Projects. As an example Implementing Reorganization, Workforce Development Program Review, etc. ICS provided Computer Systems Design, Custom Computer Programming, Office Administrative and Other Professional and Technical Services to support the contract.

Client:    US Postal Service – (Sub-Contractor to Accenture)
Project:  IT Preferred Portfolio Partnering Program (PPP)
Period:   01/1998 – 04/2003
NAICS:    541511, 541512, 541990, 561110
Value:     $1,144,145

The Postal Service agreement was established to assist the Postal Service in delivering business solutions and maximize the value from its IT investment. ICS provided Computer Systems Design, Custom Computer Programming, and Office Administrative Services to support the contract.

Client:     US Immigration and Naturalization Service (INS)
Project:  EEO & OIA Support Services
Period:   1998 – 2001
NAICS:    541990, 541611, 541612, 561320
Value:     $4,534,221

The objective of the project was to identify an appropriate level of resources necessary to implement the resource management system in nine INS offices nationwide. The INS is a fairly decentralized organization and it was necessary to identify appropriate strategies to meet the needs of each organizational component. ICS assisted the agency in defining a strategy that accounts for the needs of each component within the context of the organization as a whole. In addition, the ICS proposed key factors used to measure the success of the implementation so that the INS can quickly understand the value resulting from the resource implementation. Specific values/benchmarks for those success factors are also identified. ICS identified and defined the components of the approach. These elements include:

    Core system and requirements definition
    Implementation design and construction
    Organization change requirements
    Project management

For each of these elements, the deliverable defined the approach and the potential issues, including risk mitigation plan for those issues. ICS’ plan included the tasks to be completed, milestone dates as well as estimates of the resources required for the implementation effort. The successful achievement of the overall INS project goals required ICS to monitor the needs of the various INS departments against the approach being taken to ensure that the project scope remains manageable and that INS needs are being met by the solution delivered.

Personnel assigned to perform these services were required to possess a diverse set of skills. ICS was responsible for ensuring the level of support provided was adequate for efficient and effective completion of task assignments.

During the course of the project, INS management recommended ten on-site ICS staff members for merit awards and has recognized eighteen staff members for extraordinary efforts in the INS “Clean Sweep” program to meet department goals in processing work backlogs.

Client:     CMS  - Health Care Financing Administration (HCFA)
                Research & Demonstration Systems Support
Project:   Facilities Management for Medicare/Medicaid Claims Processing
Period:    1980 - 1986
NAICS:    518210, 541513, 541611
Value:      $2,267,948

Health Care Financing Administration (HCFA) provides fiscal services to intermediary health care providers across the country. ICS operates a facility to perform Medicare/Medicaid claims processing, data entry and keypunching for HCFA. The facility management services ICS provides include:

 Medicare/Medicaid Claims Processing - Review claims for accurate and complete information. Research patient information and call physicians and hospitals to verify claims.
 Answer telephone calls from claimants and resolve their problems. Verify claims for eligibility according to established laws and guidelines.
 Maintain accurate reports of claims processed.
 Data Entry - Enter payment and medical data from institutions such as urban health clinics and hospices. Use terminals on line to HCFA computers to key data. Edit data to eliminate errors.
 Keypunching - Key health locator cards. Keying these cards is extremely tedious and exacting.
 Control - Maintain a system to log and control the flow of claims and mail.

ICS designed and set up this facility. The required processing accuracy rate is 99% - our rate is higher.