American Association of State Compensation insurance Fund
Canada and USAFind a Member
North America Map Yukon British Columbia Alberta Saskatchewan Manitoba Ontario New Brunswick Prince Edward Island Nova Scotia Maine Washington Oregon Idaho Montana Wyoming North Dakota Minnesota New York Rhode Island California Utah Colorado Missouri Kentucky Ohio Pennsylvania Maryland Arizona New Mexico Oklahoma Texas Louisiana South Carolina Hawaii

Magnifying GlassSelect a state or province from the map above to get primary contact and web information for any
member fund.

CopperPoint Mutual Insurance Company
Phone: (602) 631-2000
Address: 3030 North Third Street
Phoenix, AZ   85012

State Compensation Insurance Fund
Address: 333 Bush Street
Suite 800
San Francisco, CA   94104

Pinnacol Assurance
Phone: (303) 361-4000
Address: 7501 East Lowry Boulevard
Suite 800
Denver, CO   80230-7006

Hawaii Employers' Mutual Insurance Co. Inc.
Phone: (808) 524-3642
Address: 1100 Alakea Street
Suite 1400
Honolulu, HI   96813

Idaho State Insurance Fund
Phone: (208) 332-2100
Address: 1215 West State Street
P.O. Box 83720
Boise, ID   83720-0044

Kentucky Employers Mutual Insurance
Phone: (859) 425-7800
Address: 250 West Main Street Suite 900
P.O. Box 83720
Lexington, KY   40507-1724

Louisiana Workers' Compensation Corporation
Phone: (225) 924-7788
Address: 2237 South Acadian Thruway
P.O. Box 83720
Baton Rouge, LA   70808

Maine Employers Mutual Insurance Company (MEMIC)
Phone: (207) 791-3300
Address: 261 Commercial Street
P.O. Box 11409
Portland, ME   04104

Chesapeake Employers’ Insurance Company
Phone: (410) 494-2000
Address: 8722 Loch Raven Boulevard
P.O. Box 11409
Towson, MD   21286-2235

SFM Mutual Insurance Company
Phone: (952) 838-4200
Address: 3500 American Boulevard West Suite 700
P.O. Box 11409
Bloomington, MN   55431-4434

Missouri Employers Mutual Insurance
Phone: (800) 442-0590
Address: 101 N Keene St
P.O. Box 11409
Columbia, MO   65201

Montana State Fund
Phone: (406) 495-5015
Address: 855 Front Street
P.O. Box 4759
Helena, MT   59604-4759

New Mexico Mutual Group
Phone: (505) 345-7260
Address: 3900 Singer Boulevard NE
P.O. Box 4759
Albuquerque, NM   87109

New York State Insurance Fund
Phone: (212) 312-7001
Address: 199 Church Street
P.O. Box 4759
New York, NY   10007

Workforce Safety and Insurance
Phone: (701) 328-3800
Address: 1600 East Century Avenue Suite 1
P.O. Box 4759
Bismarck, ND   58506-5585

Ohio Bureau of Workers Compensation
Phone: (800) 644-6292
Address: 30 West Spring Street
P.O. Box 4759
Columbus, OH   43215-2256

CompSource Mutual Insurance Company
Phone: (405) 232-7663
Address: 1901 North Walnut Ave.
P.O. Box 53505
Oklahoma City, OK   73152-3505

State Accident Insurance Fund (SAIF)
Phone: (503) 373-8000
Address: 400 High Street SE
P.O. Box 53505
Salem, OR   97312-1000

Pennsylvania State Workers Insurance Fund
Phone: (570) 963-4635
Address: 100 Lackawanna Avenue
P.O. Box 5100
Scranton, PA   18505-5100

Beacon Mutual Insurance Company
Phone: (401) 825-2667
Address: One Beacon Centre
P.O. Box 5100
Warwick, RI   02886-1378

South Carolina State Accident Fund
Phone: (803) 896-5800
Address: P.O. Box 102100
P.O. Box 5100
Columbia, SC   29221-5000

Texas Mutual Insurance Company
Phone: (800) 859-5995
Address: 6210 East Highway 290
P.O. Box 5100
Austin, TX   78723-1098

Workers Compensation Fund
Phone: (800) 446-2667
Address: 100 West Towne Ridge Parkway
P.O. Box 2227
Sandy, UT   84070

Washington Department of Labor and Industries
Phone: (360) 902-5800
Address: P.O. Box 44001
P.O. Box 2227
Olympia, WA   98504-4001

Wyoming Division of Workers Safety & Compensation
Phone: (307) 777-7159
Address: Cheyenne Business Center
1510 East Pershing Boulevard
Cheyenne, WY   82002

Workers Compensation Board - Alberta
Phone: (780) 498-3999
Address: 9925-107 Street
P.O. Box 2415
Edmonton, AB   T5J 2S5

Workers Compensation Board of British Columbia (WORKSAFEBC)
Phone: (604) 273-2266
Address: P.O. Box 5350 Station Terminal
P.O. Box 2415
Vancouver, BC   V6B 5L5

Manitoba Workers Compensation Board
Phone: (204) 954-4321
Address: 333 Broadway
P.O. Box 2415
Winnipeg, MB   R3C 4W3

Phone: (506) 632-2200
Address: 1 Portland Street
P.O. Box 160
Saint John, NB   E2L 3X9

Workers Compensation Board of Nova Scotia
Phone: (902) 491-8999
Address: 5668 South Street
P.O. Box 1150
Halifax, NS   B3J 2Y2

Prince Edward Island Workers Compensation Board
Phone: (902) 368-5680
Address: 14 Weymouth Street
P.O. Box 1150
Charlottetown, PE   C1A 7L7

Saskatchewan Workers Compensation Board
Phone: (306) 787-4370
Address: 200 - 1881 Scarth Street
P.O. Box 1150
Regina, SK   S4P 4L1

Puerto Rico State Insurance Fund Corporation
Phone: (787) 793-5959
Address: G.P.O. Box 365028
P.O. Box 1150
San Juan, PR   00936-5028
Tools for Members

Member Home

Member Connection: A member-only forum where you can post questions and ideas.

Stat Book: A highly functional analytical tool that provides valuable comparative benchmarking results from among our members who participate.

Online Directory: Get connected with your counterparts through this comprehensive list of AASCIF members with updated phone number, email and website information.

Associate Member Lookup

Latest Newsletter

Fostering a Culture of Innovation

By Allahim A. Crutison, Enterprise Architect, CompSource Mutual Insurance Company; and Mike Potter, CIO, VP of Strategic Alignment, CompSource Mutual Insurance Company

Executive Overview
Many companies see themselves as innovators in their industry, but how many are truly innovating? The reality is that coming up with the right idea at the right time is only half the battle; the other half is creating a corporate environment that fosters and fuels innovation.

When you think of truly innovative companies, like Amazon and Apple, they not only invest in initiatives that improve operational efficiency, but they also create products to expand into new markets. So how does this philosophy from a tech-driven industry translate into workers’ compensation? A 2014 PwC study found that 43% of executives agreed that innovation is a “competitive necessity” for their organizations, and 93% believe that “organic growth through innovation will drive the greater proportion of their revenue growth.” With innovation being established as a necessity for long-term success, the next steps are implementing an innovation model that ensures you are taking an active role in driving change and adopting a culture that cultivates creative thinking.

Innovation Models
Having a formal or informal innovation model is important because it provides a thought framework for continuous idea delivery. There are many different published models to choose from, or you may choose to adopt a hybrid version of a few models that meet your specific needs. Rowan Gibson, author of “The Four Lenses of Innovation,” offers four “lenses” or perspectives that assist in cultivating an innovation strategy.

The first is to “Challenge Your Orthodoxies.” Ask yourself, would a great idea get held back in our organization simply because it has never been attempted before? If the answer is yes, identify what steps need to be taken to resolve this barrier.

Second, “Harness Emerging Trends,” which requires looking at how companies are innovating both inside and outside of insurance and applying those principles to your innovation model.

Third, “Leverage Your Resources,” or understand and organize the core competencies and strategic assets of your organization such that they can be recombined to meet new business needs.

Lastly, “Identify Unmet Needs” by focusing on customer challenges to come up with solutions for better serving customer needs. This is a critical step that offers significant competitive advantages and differentiates you in the market. A great starting point for identifying unmet needs is to use customer persona mapping. When successfully implemented, this element of your innovation model could ensure the long-term prosperity of the business.

Fostering a Culture of Innovation

Often, when people envision a corporate culture that fosters innovation, they assume that process stifles innovation; however, the inverse is true. Innovation can have structure, be repeatable and continually improved upon, and should be measurable.

At CompSource, we are striving to create a culture that promotes the free flow of ideas because it provides optimal conditions for good ideas to become products on a regular basis. We believe that for an innovation culture to thrive, the responsibility to innovate does not belong to a single department or role; good ideas can come from anyone, anywhere, and at any time. We are building and refining processes that will encourage continual improvements to our existing products and processes. Additionally, we want to challenge one another to include ideas that deliberately focus on disruptive innovation. We use risk management techniques to identify areas of strategic opportunity; this approach will allow us to assess which ideas have the most potential to benefit the organization through revenue growth, cost savings, customer experience, and other means. Lastly, we always want to encourage and reward smart risk-taking strategies within IT and throughout the organization.

The socialization of ideas is encouraged through a lightweight innovation process. Our Minimally Viable Innovation System (MVIS) is derived from the lean concept of MVP (minimum viable product) and ensures strategic alignment between innovation initiatives and organizational goals. The process was adapted, in part, from the work of Scott D. Anthony, Harvard Business Review columnist and author of The First Mile: A Launch Manual for Getting Great Ideas to Market.

The MVIS process has an idea intake step where ideas can come from a wide variety of sources, including, but not limited to:

  • Enterprise risk management (ERM)
  • Internal think-tank/brainstorming sessions
  • Internal/external market research
  • Business process modeling
  • Coding challenges (hack-a-thons)
  • Traditional research and development
  • Data analysis

Ideas are ranked and prioritized based on their ability to deliver on strategic goals. The MVIS process steps are as follows:

  1. Identify Strategic Opportunity Areas (SOA)
    1. Identify SOAs based on ability to meet business goals
  2. Narrow top opportunities
    1. Prioritize SOAs – pick a couple of initiatives to convert to project pipeline
  3. Assess feasibility
    1. Form a concept delivery team to “test and learn” what risks there are to meeting the goals of the initiative.
  4. Incorporate into project management office pipeline
    1. Communicate what work will be accomplished in alignment with the business vision and strategy of the organization

Final Thoughts
The reward for taking calculated risks with regard to innovation is often commensurate with the amount of effort you are willing to put toward it. The best analogy is to think of innovation like driving a car: do you want to be in the driver’s seat navigating the way, or are you going to be observing from the back seat, leaving innovation to chance or luck? In a competitive market, key differentiators can make the difference between a successful financial year and a trend toward losses. Don’t settle for a back-seat approach; drive your results and your success through planning, purpose, and passion.



Home | Contact | Site Map