ReGeneration Resources



Business Process Analysis - Vermont State Agency

Case Background

ReGeneration Resources partnered with Epiphancy, LLC to conduct a business process analysis for a Vermont state agency. The project included analyzing the agency’s internal functions and recommending efficiencies that could be implemented to expedite processing times and reduce expenses.

Key Challenges

  • Creating a safe environment that engaged staff without fear of retribution
  • Lack of business process metrics
  • Several critical success factors relied on the efficiency of external processes
  • Processes varied across regional offices
  • Lack of identifiable business process owners

Our Approach

We engaged the client in every facet of our work. We identified processes needing improvement through document research, interviews, observations, and employee surveys. In collaboration with the client, we narrowed our focus to 10 processes. We then created a “case for change” for each of the 10 processes and designed high-level process maps that highlighted their inefficiencies.

Figure 1. Phase I: Analyze Business Processes

The client prioritized the 10 inefficient processes and selected the top five that offered the greatest return on investment (ROI). We met with process owners and subject matter experts to design detailed “As-Is” (current) and “To-Be” (future) process maps for each process. Our efforts also included systemic analyses of the agency to determine its elements and cross-functional impacts, as well as identifying applicable policies, procedures, laws, and statutes, and other data that provided a deeper understanding of each process. We compiled this data and generated five business requirements documents (BRD), one for each process.

Figure 2. Phase II: Develop Process Plans and Maps

Upon completion of the five BRDs, we collaborated with the client to identify success criteria and measurements of success used during implementation of the future state processes. We consolidated our findings into a final report, which described the mapping process, current and desired states of the client agency, a gap analysis, recommended improvements for each of the five processes, and recommended next steps for moving forward.

Figure 3. Phase III: Report Findings, Recommendations, and Metrics


  • The client’s ROI for the first year will be over 6-fold. We helped the client identify a minimum of $450,000 in annual savings. Depending on the specific options they choose, savings could reach three or four times that amount.
  • Our interactive process generated many suggestions for redesign from the client’s staff, thus increasing their buy-in to the proposed changes.
  • During process mapping sessions, the client identified and improved several inefficient processes on the spot.
  • The client identified process owners and developed metrics to measure process efficiencies.
  • We identified external processes that were the source of the agency’s inefficiencies. These process owners were identified and dialogues were opened between the cross-functional organizations.
  • Our change management assessment provided the agency with a comprehensive, but easily understandable plan. The client took this plan, and even before the project was completed, began leading its process improvement initiatives and removing barriers needed to overcome resistance to change.

Letter of support 1

Letter of support 2


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